Compliance · Digital onboarding
Making onboarding configuration usable without routine engineering support
Invydio promised configurable digital onboarding, but its own Back Office made configuration difficult enough that customers routinely depended on Amygdalab’s engineers to operate it. The problem was simultaneously a UX issue, an engineering-capacity problem and a commercial limitation.
The challenge
The Back Office had accumulated inconsistent page structures, unclear controls, and edit-first pages, and poor behavioral consistency. In the white-label End-User App, shortcuts had also created hard-coded theme behavior that increased regression risk and limited configurability. One engineer could spend roughly eight hours each week supporting customer configuration and corrections.
The intervention
After establishing trust through delivery, I built the case for a gradual improvement program with the CEO and engineering team. Rather than asking for a rewrite, I proposed a fixed allocation of four hours per week from each of five engineers. I owned the initiative operationally, prepared the stories, and prioritized them with the Tech Lead.
I restructured the Back Office around safer, more understandable configuration: a new information architecture, explicit View/Edit states, controls grouped by intent, contextual guidance, and standardized page and custom components. In parallel, we extended standardization into the End-User App to reduce theme-related technical debt and regressions.
The outcome
I estimate that configuration and support effort fell by around 80%, based on my recollection rather than instrumented tracking. VAIIE became the first customer to take the Back Office so its own team could manage configuration more independently. I participated in customer demos, and the CEO explicitly connected the product improvements with the ability to sell the Back Office.
The initiative also changed my role. As I took on requirements, prioritization and roadmap ownership, I built the first roadmap grounded in the engineering team’s actual historical sprint capacity. The company formalized that ownership by promoting me to Product Manager while I continued to lead Product Design.
Impact:
- customer self-service;
- lower support dependency;
- a newly sellable Back Office;
- reduced technical debt;
- formal expansion from design into product ownership.
