Art Director of Product Design

Art Director
of Product Design

Art Director
of Product Design

Here’s a glimpse of some of my activity and major tasks my team and I performed during the shift.

Product Design Team at IVI includes 2 main product streams — ux and payments. During 2024 we managed to make a new stream with its own backlog — internal services which tasks were about creating services for our colleagues such as RPI Dashboard, Promo Content and Support.

I managed 6 designers, successfully hired 2 more and trained juniors to junior+ level.

Brand into product

Brand into product

IVI Sans Base

IVI Sans Base

New font is one of the brand identity stones we put into product to show what IVI is. IVI Sans Base was created by a font agency TypeType which created a so-called older brother of IVI Sans Base — IVI Sans Pro, the font we use only for external communication — ad banners, for example.

I was there for the entire way of creating the font and then implementing it onto all platforms where IVI exists. It was a fascinating journey because we had some struggles with Smart TVs which 'ate' some of the letter vectors, but still we managed successfully.

IVI Sans Base is neo grotesk which has decorative elements at bold to preserve some character form its older brother IVI Sans Pro. Comparing to the former product font, IVI Sans, the newer became thinner, thus allowing to put more symbols in one text row which highly matters to the streaming service because IVI has a lot of content descriptions.

Brand into product

Brand into product

Audio Identity for TV App

Audio Identity for TV App

Another feature we connect our brand with the product is audio identity, a set of sounds we created and implemented on ATV. Sounds exist only for TV as a helpful source of pointing what's going on when a user clicks OK or any other button on a remote control. Sounds are friendly like the brand, they follow the user by every step and let them know whether it is a success, an error or an ordinary action.

I managed implementation of sounds onto TV platforms. First we started with SmartTV, but then switched into ATV as a more progressive TV platform. This experience taught me a lot about TV platforms, their peculiarities and also enhanced my organizational skills.

INTERNATIONAL LAUNCH

INTERNATIONAL LAUNCH

TürkDizi

TürkDizi

TürkDizi is an intenational product of IVI which allows worldwide users to watch a Turkish catalog. Alongside with my team I managed MVP version of the product.

We created a glossary of mostly used words, and my knowledge of Turkish helped us check the translations and prepare a very decent product for the market. All the metrics are NDA, but I am willing to share my experience of launching an international product.

conversion to watching, Retention

conversion to watching, Retention

New TV Patterns

New TV Patterns

We deeply appreciate our TV users and try to make their experience better despite platforms' restrictions which became fewer year by year. So this year one of the key tasks for my team was creating a TV concept of IVI which had a deep UX and could fight for life with today's product.
So, since we care about data and follow all research that have been made, we have gathered pains that were described in different data. Then we came up with an idea of a TV product where interaction is built mainly in the player, so a user is constantly watching and choosing what to watch next via video.

Also, we took all knowledge about our recommendation system to create a new version of methods to sold the content. And to make the watching process better, we came up with some useful features for the player itself — sleeping mode, content info, episodes navigation and marking good episodes to rewatch.

The whole idea was about interaction with the player, so we called it DeepDive technics — the more you watch to choose what to watch later, the deeper you plunge into IVI's content.

To separate UX for a newbie and a continuer, we developed their interaction with the service differently — a newbie turns on IVI and goes into the player with our gold titles to choose what to start with, while a continuer turns on IVI and continues watching the last played content because as we see our audience, the majority goes straight to the last item they watched.

Of course we thought through the main page which turn into a desktop on TV — you see the titles you've started, and then we get the chance to admit that you don't know what to watch — and here we as the service help you, and offer more personal movie collections based on your user experience — you watch Korean doramas, only completed seasons and the genre is manly detectives, we offer the collections which about Doramas and Completed TV Shows.

AVOD Watching, SEO

AVOD Watching, SEO

Content Card for Web & App

Content Card for Web & App

Content Card is nearly the most important page in the streaming service because the significant amount of payments goes exactly from the content chosen. So to make changes for it you have to think about key metrics and come up with a plan how to grow them. Having studied all our user data and analytical research, design and product came up with a hypothesis to make user experience deeper — we have distinguished three key user segments on web platform — the starter, a user who hasn't started watching, the continuer, a user who continues watching, and the finisher, a user who has just finished watching. Besides such division, we decided to make avod and svod content cards different; as a result one of the key product metrics (avod and svod watching) has risen significantly.

New content card for web and web-mobile platform became a real breakthrough in our team because we managed to improve look&feel of the product, make user experience better by putting the key actions first and influenced company's key metrics — the desktop version got us 10 mln per year, and web-mobile made it +25 mln. As for key product metrics,
- avod watching and experince depth got risen;
- seo bounce and product bounce became lower;
- avod, svod watching per user became much higher than we expected.

This case is a perfect example of the design process my team and I was building — brainstorming and making first concepts with product based on user data and analytics, draft session for web and web-mobile separately because the platforms had different metrics and experience to grow, a/b testing and improving design decisions afterwards, and close relation to the development process where the designer could fix or perform design review to get the best version of the card.

Content Card is nearly the most important page in the streaming service because the significant amount of payments goes exactly from the content chosen. So to make changes for it you have to think about key metrics and come up with a plan how to grow them. Having studied all our user data and analytical research, design and product came up with a hypothesis to make user experience deeper — we have distinguished three key user segments on web platform — the starter, a user who hasn't started watching, the continuer, a user who continues watching, and the finisher, a user who has just finished watching. Besides such division, we decided to make avod and svod content cards different; as a result one of the key product metrics (avod and svod watching) has risen significantly.

New content card for web and web-mobile platform became a real breakthrough in our team because we managed to improve look&feel of the product, make user experience better by putting the key actions first and influenced company's key metrics — the desktop version got us 10 mln per year, and web-mobile made it +25 mln. As for key product metrics,
- avod watching and experince depth got risen;
- seo bounce and product bounce became lower;
- avod, svod watching per user became much higher than we expected.

This case is a perfect example of the design process my team and I was building — brainstorming and making first concepts with product based on user data and analytics, draft session for web and web-mobile separately because the platforms had different metrics and experience to grow, a/b testing and improving design decisions afterwards, and close relation to the development process where the designer could fix or perform design review to get the best version of the card.

Content Card is nearly the most important page in the streaming service because the significant amount of payments goes exactly from the content chosen. So to make changes for it you have to think about key metrics and come up with a plan how to grow them. Having studied all our user data and analytical research, design and product came up with a hypothesis to make user experience deeper — we have distinguished three key user segments on web platform — the starter, a user who hasn't started watching, the continuer, a user who continues watching, and the finisher, a user who has just finished watching. Besides such division, we decided to make avod and svod content cards different; as a result one of the key product metrics (avod and svod watching) has risen significantly.

New content card for web and web-mobile platform became a real breakthrough in our team because we managed to improve look&feel of the product, make user experience better by putting the key actions first and influenced company's key metrics — the desktop version got us 10 mln per year, and web-mobile made it +25 mln. As for key product metrics,
- avod watching and experince depth got risen;
- seo bounce and product bounce became lower;
- avod, svod watching per user became much higher than we expected.

This case is a perfect example of the design process my team and I was building — brainstorming and making first concepts with product based on user data and analytics, draft session for web and web-mobile separately because the platforms had different metrics and experience to grow, a/b testing and improving design decisions afterwards, and close relation to the development process where the designer could fix or perform design review to get the best version of the card.

Retention, conversion to tv channel watching

New patterns and player for TV Channel watchers

New patterns and player for TV Channel watchers

A whole different world of IVI's (as well as any other streaming) users which has its own patterns, behavior and preferences of how to choose the right content. In April 2024 we saw an uprised interest to TV Channel watching at the service, yet we had no understanding of what users prefered and why. So, this challenge was aimed to kill two birds with one stone — to redesign TV Channel section and to make a true to users' patterns interface.

Started with a brainstorm, we came up with a clear set of design decisions. Then my designer continued to form a final one by her own. To prove our ideas we came through an elaborated ux-research for which we made a test app to make able to log in to users' accounts and have the recommendation system settings. Thus, we got better results and polished the final look of the section.

As we see from the data, new TV Channel player and the section redesign is leading to more interaction with the whole section. Yet there are things to improve, we have achieved the aim + got to know a new side of our users.

A whole different world of IVI's (as well as any other streaming) users which has its own patterns, behavior and preferences of how to choose the right content. In April 2024 we saw an uprised interest to TV Channel watching at the service, yet we had no understanding of what users prefered and why. So, this challenge was aimed to kill two birds with one stone — to redesign TV Channel section and to make a true to users' patterns interface.

Started with a brainstorm, we came up with a clear set of design decisions. Then my designer continued to form a final one by her own. To prove our ideas we came through an elaborated ux-research for which we made a test app to make able to log in to users' accounts and have the recommendation system settings. Thus, we got better results and polished the final look of the section.

As we see from the data, new TV Channel player and the section redesign is leading to more interaction with the whole section. Yet there are things to improve, we have achieved the aim + got to know a new side of our users.

A whole different world of IVI's (as well as any other streaming) users which has its own patterns, behavior and preferences of how to choose the right content. In April 2024 we saw an uprised interest to TV Channel watching at the service, yet we had no understanding of what users prefered and why. So, this challenge was aimed to kill two birds with one stone — to redesign TV Channel section and to make a true to users' patterns interface.

Started with a brainstorm, we came up with a clear set of design decisions. Then my designer continued to form a final one by her own. To prove our ideas we came through an elaborated ux-research for which we made a test app to make able to log in to users' accounts and have the recommendation system settings. Thus, we got better results and polished the final look of the section.

As we see from the data, new TV Channel player and the section redesign is leading to more interaction with the whole section. Yet there are things to improve, we have achieved the aim + got to know a new side of our users.