RD2 Ventures is a Brazilian venture capital firm specializing in high-growth companies at seed, early, and late stages, with a focus on consumer products and services. Deskmy exemplifies RD2 Ventures' work, evolving from inception through incubation and fundraising to become an independent startup.

My Role: UX/UI Designer
Team Composition: Me, Product Manager and 2 developers
Period: July 2020 to April 2021
Tools used: Figma, Miro

Work context

01

Background

In 2020, the COVID-19 pandemic led to widespread lockdowns, dramatically altering social interactions and the economy. Companies had to quickly adapt to remote work without much expertise in managing it effectively.

Research conducted at the time on work environments identified multiple pain points from this abrupt transition:

• Feelings of disconnection from work and colleagues (isolation)

• Low team cohesion

• Lack of visibility into ongoing work and team members' status

• Frictions in communication due to asynchronous methods (emails and messages not responded to promptly)

• Numerous meetings with different links

• Lack of informal interactions (watercooler conversations)

• Low motivational climate

02

Market Opportunity

While the data displayed alongside wasn't fully available at the project's initiation, it was progressively collected during the project's development. This data underscores the opportunity to address an identified latent pain. Despite the existence of others virtual office solutions, Brazil lacked local providers, highlighting a significant opening in the market and a blue ocean opportunity. To capitalize on this, rapid development of the solution was imperative.

1.3 mi

people worked remotely from May to November in 2020

(Agência Brasil, 2021)

43%

of companies have permantely adopted remote work

(BTA Consulting, 2021)

60%

of companies reported difficulties related to remote work in the pandemic

(Oberlo/BTA Consulting, 2021)

80%

company managers are satisfied with the transition

(Oberlo, 2021)

91%

of employees rated the home office experience as great or good

(Uol Economy, 2021)

30%

is the expected growth 
of remote work in Brazil

(Oberlo/FGV, 2020)

03

Building Product Vision

Desk research and market inputs guided the construction of the product vision, which we, as the product team, helped conceive in partnership with the owners. We aimed for a platform designed for everyday use, centered on recreating the positive aspects of the physical office in a virtual world.

During this phase, we created a collaborative space for everyone to exchange ideas about the values we were pursuing, resulting in the following key elements:

• Communication

• Engagement

• Amusement

• Reliability

• Collectivity

We also outlined what Deskmy was not intended to be:

Ultimately, the envisioned value proposition aimed to alleviate identified pain points and prioritize a lighter and more enjoyable user experience, incorporating playful elements inspired by the gaming world, such as maps and avatars.

• Boring

• Just another video platform

• Difficult to use

• A tool used only out of obligation

• A game

• A platform for micromanagement

• A short-lived trend

04

Discovery phase

The starting point of the exploration involved leveraging insights from a user research conducted by a design consultancy, which were accessible to our team. This research served as a foundation for our product discovery phase, supplemented by benchmarking, desk research, and additional user insights.

I facilitated co-creation sessions with our team to generate ideas on Miro. The post-its were organized into affinity groups, discussed, and then ranked based on what we deemed essential and delightful. Prioritization was guided by the owner, who assumed the role of Product Manager, along with myself and the developers, focusing on usability, feasibility, and MVP (Minimum Viable Product) viability for rapid development and testing.

However, we knew that to deliver exceptional value to our customers beyond the currently used solutions, we needed to push further. Thus, we adopted the MLP (Minimum Lovable Product) concept, which encompasses not just the essentials but also a significant delighter. This approach drove our efforts to develop the avatar customization feature, enhancing personalization, and the ability to move avatars within the map, similar to a game, to emphasize the playful aspect we aimed to convey.

05

Iteration stage

During this phase, I began by mapping the main user flows and sketching low-fidelity screens. A moodboard, curated by both myself and the PM, provided visual references guiding the design choices. Initial validation was conducted within the team.

While I refined the designs, developers searched for supporting technologies. Given the project's early stage, we prioritized free libraries, design kits, and tools. Previous project experience offered valuable insights, particularly for video and meetings management features, accelerating development. Design decisions for the aesthetics aligned with the overarching goal of enriching the work experience to be more enjoyable.

The initial product versions underwent rigorous testing through daily use by the entire team, including product, growth, and sales. Though inherently biased, this internal feedback loop facilitated rapid iteration and adjustments during the initial stage before the product attained sufficient stability for pilot testing with potential clients.

06

Testing and learning

I analyzed data collected through Hotjar, including video records and heatmaps, to understand user behaviors and interactions with the platform. Although we didn’t have enough clients to consider this data fully reliable, it provided important insights for improvements to be explored in the interviews I conducted after two weeks of trial use.

The script included contextual data to guide the elaboration of our personas, including questions about job position, perceptions of remote work, work routines, platforms used to enable remote work, and observations about pains or benefits. The interview also encompassed customer satisfaction analysis, applying CSAT (Customer Satisfaction Score) for alternatives used at the time (such as Google Meet, Zoom, and Teams) and comparing them to Deskmy. Finally, there was a section about the product itself, assessing ease of use, frustrations, strengths of Deskmy, NPS, and free comments.

The screenshots showcase the evolution of the menu and features placement considering feedback and analysis of usage

07

Product Evolution

Based on what we learned from our MVP and metrics analysis, the product strategy was reviewed with the aim of achieving product-market fit, led primarily by the Growth Team and supported by the Product and Marketing Teams. In the Product Team, the PM revisited and refined the roadmap for Continuous Discovery and Delivery.

While I was working on the project, we delivered features such as:

• Video and voice calls and text chats within the virtual rooms of the map, with the ability to invite someone, kick someone out, and lock the room

• Customization (map options, room names, and personal avatars)

• Calendar and event creation, with single or recurring events and invitations

• Admin panel for managing permissions and integrations

• Notifications and user feedback (action sounds, reinforcement)

• Onboarding process

Additional features were also planned, with the UX/UI ready for development.

During the platform's evolution, we continued to explore the concept of delighters and the playful aspects of the platform while enhancing usability and technical components. For example, in December, we created a special Holiday map with interactivity and hidden elements, but as the customer base grew, we recognized the need for a more "corporate" look. Consequently, we developed alternatives to meet these clients' needs as well.

Screenshots of various pages, including the Admin Panel, Calendar Page, Chat Focus Mode, and an Integration Hub

Different maps were available for more corporate or fun choices.

The second map was developed during the holidays, featuring not only thematic visuals but also interactive elements like a button that triggers a snow animation and a hidden Santa Claus that plays Christmas carols

Example of all the submenus and interactions on the map

Example of one onboarding flow

08

Impact

Within months of launch, Deskmy observed promising metrics, including increased retention and customer base growth, signaling strong market validation. Despite relying heavily on trial customers, the platform was gaining traction, which is crucial for a new startup to attract investors and secure additional funding. In 2021, after I had left the company, Deskmy was selected for an acceleration program, and in 2022, an article featured Deskmy in a Forbes Event.

09

Professional Growth

My experience with Deskmy provided valuable insights and skills:

• Working with Constraints: Navigating limited resources and tight budgets taught me to prioritize features, make strategic trade-offs, and deliver value efficiently.

• Decision-Making with Limited Evidence: I honed my ability to analyze available information and make informed choices, essential for early-stage product development.

• Efficiency Under Tight Deadlines: I streamlined processes and focused on high-impact tasks to meet strict deadlines, ensuring rapid development and timely market entry.

• Collaboration and Adaptability: Working closely with cross-functional teams emphasized the importance of effective communication and collaboration. Adapting to market needs and continuously monitoring user feedback allowed us to refine our strategy and better meet client demands.

These learnings equipped me with the skills to thrive in dynamic, fast-paced environments and drive impactful product development.

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