• The company does not sell its paints to private customers, but rather to the tradespeople hired by those customers. The business logic behind this initiative was accordingly indirect: private customers should be able to find a suitable tradesperson more quickly?and the tradespeople booked through the platform purchase more paint for the specific job. The tool itself does not mention a single product.
• The company already had a very rudimentary predecessor?a short, outdated questionnaire that no longer met modern expectations. The core issue was that private customers often do not know which tradesperson to trust, while reputable firms are frequently fully booked. I was fully responsible for the concept and wireframes: an 8-step configurator (category ? component ? service type ? area) that generates a project overview with a rough cost estimate before forwarding the inquiry to a suitable tradesperson. This included logic for saving multiple sub-projects and a conditional contact form for instances where the job site differs from the customer's home address. The logic for the cost estimation (where each decision step involved specific minimum and maximum value ranges) was provided by the company itself; I designed the workflow into which this logic was integrated.
• The final user interface was developed in collaboration with a graphic designer who is currently receiving UX/UI coaching; for him, this project represented his first real production work rather than just an exercise. The project is still in development: stakeholders have responded positively to the direction taken, but there is no customer feedback yet.

Restored client trust on a stalled marketplace project through close stakeholder work and a strategic concept benchmarked against Amazon, Udemy, Otto and Atlassian Store, leading to a contract extension.

• The candidate joined the insurance broker marketplace project midway through?at a time when customer confidence in the project and the product?s general direction had already been severely shaken. There was neither a shared definition of "good" nor a consensus on what the platform was actually supposed to stand for.
• Alignment was restored through close, continuous collaboration with stakeholders and a shared product goal - not via a pitch for a redesign, but through an ongoing process of building trust. Currently, a foundational strategy document is being developed based on benchmark marketplaces (Amazon, Udemy, Otto, Atlassian Store), alongside wireframes for the platform's core areas and recommendations regarding structure, navigation, and the commercial maturity of the user interface. In addition, I am supporting the project's UI designer with the functional design.
• Part of rebuilding this trust involved demonstrating that the platform functions as a cohesive product?rather than merely a loose collection of screens. The candidate developed a comprehensive color system based on the PrimeNG palette, aligned it with the VHV brand, and verified its compliance with accessibility standards (contrast ratios). He also overhauled the typography system, which had previously ballooned into dozens of overlapping, deeply nested styles?featuring separate tiers for slogans, headings, body text, and component-specific variants like filter tiles, each with desktop, tablet, and mobile versions. He streamlined this system into a unified, seven-level scale that behaves consistently across all breakpoints. While this consolidation isn't visible in a wireframe, it is precisely what enables multiple teams to work in parallel on the marketplace, the shop, and the content pages without the design becoming fragmented.

• The health insurance division had to define and approve insurance terms for a vast combinatorial space: every conceivable family configuration?spouses, children, other relatives, legal guardians?was linked to the individual health data of the respective person. All these combinations informed decisions regarding who could be insured, who paid higher premiums, and who was excluded. The challenge lay not only in making individual user interfaces usable but also in ensuring that thousands of possible household and health combinations behaved in a predictable and consistent manner?without ever conflicting with the underlying risk assessment guidelines.
• The concept, wireframes, and UI for the entire health insurance division were fully developed?including design system components that the cross-platform design system team created based directly on patterns originally designed for this division. The wireframes served as a common language between the candidate and the subject matter experts (the underwriting specialists responsible for policies): they made it possible to translate specialized knowledge?previously existing only in the minds of individuals?into a format that the development team, designers from the other four business units, and management could all agree upon.
• Among the more complex challenges in realizing the goal of a "unified, integrated product" were: a reimbursement logic that had to function for both comprehensive private health insurance and civil servant aid schemes; the validation of family configurations where multiple errors could occur simultaneously (rather than just in a single field); a tool enabling advisors to map legal representatives, premium payers, and policyholders within a household?where the mapping was not a simple one-to-one relationship with individuals; and a health data inquiry workflow in which individual responses were incorporated in real-time into a non-binding preliminary assessment. Each screen features annotations written specifically for the development, subject matter expert, and cross-divisional teams; I created the tickets myself and independently verified the implementation, rather than simply handing over a file and stepping back from the process.
• Originally, the SUH division (residential building and household contents insurance) was slated to spearhead the platform's rollout. However, after Generali saw how advanced the health insurance concepts were and how well they had performed in user testing, the team was asked to take charge of the launch instead?and so, health insurance became the first of the five business lines to go live.