Thomson Reuters is Canada's leading corporate brand founded in 2008. Whilst working there I was based at the Canary Wharf offices overlooking Thomson Reuters Plaza in the renowned 30 South Colonnade building.
As a Lead UX I looked after various elements of the Eikon platform, building my own team and managing various aspects of the Eikon Store, marketing materials and the platform UI layers styling. During the $17.5bn Rifinitiv takeover I took on an interim UX Director position looking after the UX teams creating and maintaining the design system for products including MyTR, the various WestLaw suites, Practical Law, Legal Tracker and various apps from the Tax & Accounting suite.
When the teams started to fully embrace Agile Scrum I introduced a Double Diamond approach that enabled genuine user insights and data to help drive the design process.
DESIGN SYSTEM
In 2017 multiple offerings from the Thomson Reuters platform existed. Legal, Eikon, Tax & Accounting, News Media and Professional Services all suffered from misaligned branding, styling and look & feel. As part of the complete re-brand across the entire organisation I was a key member in pushing for a centralised repository that the UX and development teams could reference when re-branding all online spaces. The TR Design System was controlled by ABSTRACT that sits over SKETCH and owned by the UI team. A refresh of accessibility guidelines was also incorporated in to the system as the default TR Orange failed AA standards.
The Design System included:
- Responsive Grid
- Typestack
- Colour Pallet
- Icons
- Buttons & Links
- Tooltips
- Navigation
- Pagination
- Headers & Footers
- Lists
- Content Cards
- Action Tables
- Tables
- Symbol Library
- Pattern Library
- Component Reference
Reuters already had well established Tone of Voice, Component Sets and Brand Guidelines which was referenced within the Design System. Our approach to the pattern library was based on Atomic Design principles. The main objectives were to create a single source of truth, iterate with confidence, manage updates collaboratively, keep code in sync and make sharable objects for 3rd party partners.
E-COMMERCE
One of the major business transformations at TR became the digitisation of all sales channels. The organisation has a traditional sales team that was turning over a revenue of close to $400m a year in software sales. The main objectives in switching to digitised sales channel was to create a simplified system that enabled global trails, sales and renewals of products with a single set of cart and commerce components. In the first two quarters the new sites launched across multiple channels and saw a turnover of $39m.
OTHER WORK
Many of the creative assets such as the global brand imagery, animation, video content, promotional and microsites were handled by 3rd part agencies. Part of my role was to oversee a consistency with this content and allow external agencies to create content that followed in the new styling footprint and Design System.
Along with this was the day to day running of the newly built UX Research department which was headed up by Research, Product & Service Design Strategist, Jane Bungum. Research findings were presented to the 50 strong team including all UX teams, senior stakeholders and product owners.
Gallery of Further Work
