Car On Sale · PM
The platform connects over 600 consignors with 35,000 buyers across Germany, Austria, and France.
For the KYC Discovery, I started from a simple flow and a few notes. I ran cross-functional sessions with Legal and Operations, built opportunity solution trees mapping pain points against proposed solutions, and produced an effort-impact analysis to surface what Engineering should prioritize first. The Figma wireframes I produced were subsequently taken into development.
In parallel, I rebuilt the existing customer journey from a high-level sketch into a fully operational map: integrating every screen in Figma, Salesforce statuses, touchpoints, and emotion states across the complete buyer lifecycle from registration to established buyer. For the first time, the team had a shared view of where friction was entering the experience that quantitative data alone could not surface.
When my manager identified a drop-off problem in the complaint flow, I mapped the full form step by step, identified which events were missing from the existing Amplitude instrumentation, and wrote the event tickets for Engineering specifying properties and triggers for each step. By the time I left, I had co-created the team's first structured research documentation process with the incoming researcher, institutionalizing discovery practices that had not previously existed.
KYC Discovery
The KYC onboarding flow had many pain points in the process. Legal and Operations were misaligned on requirements, and Engineering had no prioritized direction to build toward.
Mapping the current flow and surfacing pain points would give the team a shared understanding of where the process was breaking down before jumping to solutions.
I ran sessions with Legal and Operations, mapped the end-to-end KYC process, and identified the pain points at each step. From there I defined the improved flow and translated it into actionable tickets for Engineering.
A documented pain point analysis of the current KYC flow, a redesigned process map, and a set of Engineering tickets specifying the changes needed to implement the improved flow.
Legal, Operations, and Engineering had a shared, documented view of both the problem and the solution before a line of code was written. Development moved forward without a redesign loop.
Customer Journey
The team had an existing journey map but it was incomplete and disconnected from the tools the team actually worked with. Friction points were invisible because the map had no connection to real operational data.
A fully updated map integrated with Salesforce statuses, design screens, and real touchpoints would give the team a diagnostic tool they could actually use, not just reference.
I rebuilt the journey from scratch, integrating every screen in Figma, Salesforce statuses, touchpoints, and emotion states across the complete buyer lifecycle from registration to established buyer.
A fully operational and updated customer journey map, connected to real data sources and covering the end-to-end buyer experience.
The map was adopted as the team's shared reference, replacing the previous incomplete version. For the first time the team had a live, connected view of the buyer lifecycle they could use to diagnose friction and make decisions.
Complaint Flow Analysis
A drop-off was visible in the complaint form but undiagnosable. The existing Amplitude instrumentation had gaps that made it impossible to know where or why users were leaving, and the team could not tell which complaint type had the highest drop-off rate.
Mapping the form step by step and identifying missing events would give Engineering a clear specification to instrument the flow properly and give the team the data needed to act.
I mapped every screen of the complaint flow, identified which events were missing from Amplitude, distinguished between existing and new events, and specified the exact triggers and properties for each step. I also flagged UX issues along the way, including unnecessary buttons and inconsistencies between mobile and desktop.
A complete event specification delivered to Engineering with exact event names, triggers, and properties for each step of the complaint flow, covering vehicle damage, technical state, vehicle data, evidence, and confirmation.
Engineering had clear, actionable tickets to implement the missing tracking. For the first time the team could see exactly where users were dropping off in the complaint form and start making decisions based on real data.
Takeaway
In a marketplace, trust is the product. Every flow either builds it or erodes it. This role reinforced that good discovery is not about collecting opinions. It is about understanding the decisions people are trying to make and what is getting in the way.