A successful project begins with clearly articulating the core business and user problems.
This phase is about identifying the friction points and understanding the strategic opportunity at hand. For Vreshida, the central challenge was to pivot from a product-first, technology-driven concept to a human-centered service that solved a real, observable market problem.
Then : What was done
The initial analysis of the Vreshida project revealed a major disconnect between the product and its users. The experience was a source of frustration because it was designed for a desktop context and was excessively complex, forcing users to navigate a "stock market"-like interface for what should have been a simple transaction.
On the business side, this inefficiency had negative consequences:
A lack of user adoption due to a high barrier to entry.
An inability to attract investors because the product did not solve a concrete problem.
A betrayal of the brand's promise, which felt cold and technical instead of human and authentic.
Lack of interest from the investors.
Now : What I would do now
As a UX/UI Designer, my mission would be to solve these problems by repositioning the product to meet the real needs of its users. The goal is not to create a technical innovation, using the block chain but to put it at the service of a human need.
This would involve transforming the problem into a differentiating opportunity by building a platform that:
Facilitates exchanges and creates a human connection.
Simplifies the user journey as much as possible.
Builds trust and a warm, authentic brand.
By doing so, the project would become relevant and marketable, which is what investors and users expect.
This phase is the foundation of any successful project.
A designer's role here is to move beyond assumptions and truly understand the user's context, motivations, and pain points. For Vreshida, a well-executed research phase would have shifted the project's focus from general concepts to the specific, local constraints of its target audience.
Then : The Mistake of Assumption-Based Research
What was done:
Research was limited to assumptions about locals' lives and field observations without concrete data. The project was designed to function primarily on a computer with a use similar to a social network.
Why it failed:
This approach ignored a major constraint: the lack of access to computers and the high cost of mobile internet connectivity. By designing a solution for an environment that didn't exist, the project was doomed to fail. The solution was a product not for locals, but for Western people.
Now : The Strategic Pivot (The Voice of Users)
To ground the redesign in reality, the research phase synthesized findings from key industry reports, including the GSMA Mobile Economy Sub-Saharan Africa 2019 report and studies on marketplace failures in emerging markets. This initial research confirmed three critical constraints: limited connectivity, high data costs, and the primacy of mobile-first experiences.
What I would do now:
My new approach would be to start with robust user research.
In-depth Desk Research: analysing existing studies on the challenges of local markets, buying and selling behaviors, and digital constraints in Central Africa.
Interviews with Locals: if possible, conduct interviews to understand the real difficulties of selling and trading, the need for trust, and what a "simple" interface means to them.
The result:
This research leads to an undeniable truth: the platform must be Mobile-First. The experience must be fast to minimize connectivity costs, and information must be made accessible to everyone. The goal is not to sell a "stock market" product, but a service that "simulates real-life market exchanges."
Personas:
To ground the redesign in reality, the research phase synthesized findings from key industry reports and marketplace failures in emerging markets.
Based on the research, two core personas were developed to guide the design process:
Amina Bakri, Textile Artist: Amina is an urban artisan who uses a smartphone and laptop. She is motivated by finding a secure way to sell her products in Africa and internationally without exorbitant costs.
Mamadou Diarra, Rural Farmer: Mamadou is a rural farmer who uses a basic smartphone. He is motivated by accessing larger markets to sell his crops, avoiding middlemen who reduce his margins. His objective is to maximize his income by selling directly to buyers and gaining better visibility of market prices.
This is the crucial step of translating research into an actionable plan.
A designer must synthesize user needs into a clear problem statement and a strategic vision. It’s in this phase where he decides what to build and why. For Vreshida, this meant moving from the vague goal of "building a market like a social app" to a precise plan for solving the core problems of market access and trust.
Then : The Missing Problem Statement
What was done:
The project had no defined "user flow." Its problem statement was implicitly "build a social stock exchange platform that works like a social media." This was not a UX problem, but a technical solution.
One of the key functions, "The Board," was far too complex for a standard user. It was designed with the intricate data visualization and interaction patterns of an experienced desktop trader, completely ignoring the mobile-first context and the needs of its core audience.
Why it failed:
Without a clear UX problem statement, design decisions were arbitrary. The most crucial step was skipped to jump directly to the solution. The absence of a user flow made it impossible to visualize and simplify the critical product journey.
Now : The Strategic Pivot (The Problem as a Foundation)
What I would do now:
I defined a clear UX problem statement, for example: "How can we design a buying and selling journey that is as fast and simple as a real market transaction, while securing the price and the transaction itself?"
Simplified User Flow: I designed a user flow focused on the essentials: putting a product up for sale, receiving an offer, accepting, and validating. Emphasizing speed for both parties.
Ideation: I would organize sessions to find solutions to trust issues, thinking about mechanisms like rating systems for sellers and buyers, "Verified Seller" badges, or a simplified payment protection system.
The result:
A clear product strategy and a simple, effective user journey.
Design objectives
This phase is where the strategic vision is brought to life.
It's not just about making things look good; it's about translating insights into a tangible, intuitive interface that serves the user's needs. A good designer ensures that the visual language and interaction design directly support the project's goals. For Vreshida, this meant creating a visual style that was warm and human, not cold and technical.
Then : The Failure of a Soulless Design
What was done:
The visual design dated back to 2017 and, although thoughtful for its time, was sorely lacking in graphic consistency. The interface looked more like a complex dashboard than a community market. The style was a bit cold and technical.
Why it failed:
This design was created for a desktop. The "dashboard" was overloaded with poorly-prioritized information and did not tell the brand's story. The homepage emphasized the financial aspect ("Invest in Change Now") rather than the "marketplace" and "human network" side, creating a distance from the user and giving the feel of a cold, technical platform.
From this stage, it becomes evident that the empathy and problem-definition work from the previous steps are necessary to design a truly relevant solution.
This phase is no longer just about aesthetics, but a visual and interactive translation of a deeper UX strategy, founded on a clear understanding of the problem and the users.
Now : The Strategic Pivot (Visual Storytelling)
What I would do now:
I translated the strategy of simplicity and storytelling into a Mobile-First visual identity.
Simplification & Prioritization: I redesigned a simplified interface, using white space and a clear information hierarchy. Typography would be chosen for its mobile readability and consistency. Complex elements like the stock "board" would be reserved for a desktop version or premium accounts, but would not clutter the basic experience.
Visual Storytelling: The new approach is highlighting the human aspect of the platform. On the homepage, the storytelling would be centered on the "marketplace" and community. The design would no longer be that of a "stock market," but of a lively, warm, and transparent market.
The result:
A mobile interface that values each product, highlights the artisan, and simplifies the journey as much as possible. Design becomes a tool for building trust. The new interface was designed for a target page load of under 500KB.
The original 'trading' interface overwhelmed users with over 50 simultaneous data points. By shifting to a familiar 'social feed' model, the new design reduces an estimated 75% reduction in cognitive load, making the platform truly accessible for its intended audience.
This is the non-negotiable final step in the design process.
Testing allows a designer to validate assumptions and gather concrete evidence that their solution works for real users. It’s a feedback loop that guarantees real-world impact and provides measurable results. For Vreshida, a proper testing phase would have confirmed the effectiveness of the mobile-first approach and the simplified flows before a full launch.
Then : The Absence of Validation
What was done:
No usability testing was conducted, not due to a lack of planning, but due to a lack of resources.
Why it failed:
The absence of testing made it impossible to validate whether the platform was truly usable. Without knowing if an artisan could list a product in under 5 minutes or if a buyer could easily find a price, the project could not prove its effectiveness. This lack of validation was likely a key factor in the lack of follow-through from investors, as the value proposition remained an empty shell without proof of user impact.
Now : The Strategic Pivot (Listening and Improving)
What I would do now:
I would never launch the project without a testing phase.
Guerrilla Testing: I would use a Figma prototype to conduct simple tests with 5-7 potential users, asking them to complete key tasks (find a product, make an offer).
Measuring Success: I would measure concrete metrics such as the time to complete a sale or the time to find a product's price.
The result:
A solution validated by user feedback, which is not only effective and aesthetic, but also truly useful. The iterations based on these tests would have allowed for course correction even before launch, guaranteeing a much higher success rate.
This project taught me a crucial lesson: technological innovation, if not used to serve a human need, is doomed to fail.
In 2017, the project focused on technology. In 2025, my approach is to focus on people. By focusing on the 'why' behind the user's needs, rather than just the 'what' of the product, I now design solutions that are truly meaningful and impactful.
Key lessons
What I learned:
Technological innovation is not an end in itself; it must serve a real human need to be viable.
Design as such, without the motivation to solve a concrete problem, serves no purpose other than to be posted on Dribbble.
Rigorous user research is the foundation of good design. Skipping this step leads to erroneous assumptions and failure.
The importance of simplicity and accessibility: a simple interface adapted to the context of use (mobile, limited connectivity) is crucial for adoption.
Validation is essential: usability testing makes it possible to prove the impact of the design and reassure investors.
The initial failure of Vreshida was the catalyst for a deep reflection that has shaped my current methodology as a designer.
Outcome
Next projects.
(2016-25©)
