Allianz Technology · Enterprise UX
Bringing clarity to a global sales platform
The same task behaved differently in every module. I helped a cross-market UX team make workflows consistent, so agents could stop relearning the platform screen by screen.
Impact
Simplified core sales workflows and unified interaction patterns across modules. A directional rise in an internal user-satisfaction survey and less redundant work per task. (Metrics NDA-limited, framed relatively.)
Company
Allianz Technology, the global IT service provider for Allianz Group.
Platform
Sales Digital Platform. Agents manage leads, advise customers, and complete sales journeys across multiple markets.
Focus
Workflow simplification, cross-module consistency, and accessibility.
Role
Senior UX Designer within a global, cross-functional team.
Timeline
September 2022 to present · Bangkok hub, working in step with Munich.
Context
I joined Allianz Technology's Bangkok hub in September 2022 as the only designer in Thailand contributing to the Sales Digital Platform. The product is built by a UX team spread across locations, with Munich and Bangkok working closely together. The hub itself has grown to 22 designers, and the group on this product went from one designer to four in Bangkok over that time.
The platform is really several interconnected products: dashboards, lead management, task management, customer-advisory flows, collaboration tools, campaign management, and detailed customer views, each serving a slightly different user. Designing across them means holding a consistent experience together while every module carries its own requirements, technical limits, and regulatory rules.
The Challenge
An agent opening a lead in one module, then a task in the next, met the same action laid out and behaving differently each time. Years of features added across markets had left the platform working in slightly different dialects.
- —Multi-step flows built on top of older, legacy processes
- —The same interaction handled differently across connected modules
- —Heavy mental load for agents moving through time-critical tasks
- —Technical dependencies that limited how much a flow could change
- —Accessibility handled unevenly from one tool to the next
The Real Problem
Teams asked for a visual clean-up. The real issue was that the same task worked differently in every module, so agents kept relearning the platform screen by screen.
Once that was clear, the goal changed. Instead of restyling screens, I focused on making workflows behave the same way across modules and settling the interaction patterns underneath them, a base the platform could keep growing on without pulling apart again.
My Role
Since joining Allianz in September 2022, I have contributed to the Sales Digital Platform as a Senior UX Designer within a global, cross-functional team.
- —Leading workflow redesign across critical sales modules
- —Working with product owners and engineering to turn complex requirements into buildable design
- —Shaping system-level decisions on interaction patterns and consistency
- —Embedding accessibility standards into enterprise workflows
- —Keeping the work aligned with the shared design system
The work reaches past interface design. It means shaping structural direction, simplifying operational complexity, and holding a coherent experience across connected products. This case study focuses on one representative example: making a core workflow behave the same way across modules.
Design Approach
Rather than fixing the platform screen by screen, I treated it as one connected set of workflows.
Workflow mapping
Walked the end-to-end journeys to find where steps repeated or added load. I could have audited each module on its own, but mapping across them was what exposed the duplicated steps, the same thing done three ways in three places.
Structural simplification
Grouped related actions and made task progression obvious. Where a legacy dependency blocked a cleaner flow, I designed the clearest path the constraint allowed and flagged the rest for the engineering roadmap rather than stall the whole change.
Aligning the patterns
Standardised one shared interaction pattern first and rolled it out across modules, accepting a slower rollout because it stopped the modules from quietly diverging again as new features landed.
Design-system integration
Made the pieces reusable and matched them to the established design system, so consistency held by default instead of by everyone remembering to check.
Accessibility
We treated accessibility as a design principle from the start, not a late compliance step. When it became a formal requirement, our UX team took ownership. We had the most hands-on knowledge of inclusive design, so we turned the requirements into practical guidelines developers could build against.
- —Plain, buildable guidelines aligned with WCAG principles
- —Keyboard navigation and logical focus order across complex workflows
- —Screen-reader support for multi-step tasks, not just static pages
- —Stronger colour contrast and no colour-only cues
- —Accessibility baked into the shared components, inherited by default
The harder half was social, not technical. I made the case to developers and business stakeholders in their terms: fewer reworks, lower compliance risk, and a usable product for agents who rely on assistive tech. That moved accessibility into the workflow design and the shared components, so it holds as the platform grows.
Impact
Detailed performance metrics are confidential, so the results here are relative and directional. Even so, the work moved the platform in a clear direction.
User satisfaction
Directional lift
A measurable increase in an internal user-satisfaction survey after the workflow changes.
Task execution
Less redundancy
Fewer repeated steps and clearer progression through the key modules.
Consistency
One system
Interconnected modules behaving the same way instead of each going their own.
Accessibility
Built in
Inclusive-design standards folded into the components and flow design.
The platform keeps evolving on a more unified footing that supports growth across markets.
Reflection
Designing in enterprise systems is different from startup work. The hardest problems are not on the screen. They live in the seams between teams, markets, and legacy decisions, where no one owns the whole journey.
The lasting lesson: pick where the cost lands. Standardising a flow or owning accessibility is more work up front, but it moves the cost off thousands of daily users and onto the design once. That is the trade I would make again.
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