The organisation: Tesco

Tesco PLC is a British multinational grocery and general merchandise retailer headquartered in Cheshunt, Hertfordshire, England. It is the second-largest retailer in the world measured by profits after Wal-Mart and third-largest retailer in the world measured by revenues.
They were in the initial stages of planning a major transformational program of strategic business significance. However, they lacked the consumer insight required to create a world class trading environment that underpinned the UK’s fastest growing marketplace.

The brief: UX lead

To create an automated invite only self-service platform to allow sellers with a inventory exceeding 10,000 SKUs to import, categorise and manage their products within the Tesco marketplace.

“So, where are we at ..?”

Tesco had a marketplace from the consumer perspective already in place with plenty of sellers already onboard.

Understanding the landscape

The induction process was a nightmare, time consuming, very labour intensive and requiring teams of specialised individuals and months of work to correctly categorise the sellers wares into the correct taxonomy, especially as many sellers were selling similar, if not the same, items.

Understanding the audience

The audience ranged from sellers who were already integrated with other digital marketplaces to those who still used faxed sheets to maintain inventory – quite a mixed bag!

The problem was, due to regulatory issues, I was not able to directly interface with these sellers as the UX role sat underneath the marketing bracket and, as such, was not allowed direct contact to limit issues regarding pricing collusion.

Understanding each other

The core team was comprised of a Product Owner, who reported to the Sn Product Owner/Head of Product, two BAs, a PM, a Solution Architect and myself. The wider audience consisted of Snr stakeholders, Technical Account Managers and Integration Managers who would ordinarily handle on-boarding.

The team operated on an agile basis with myself, the BAs and the Solution Architects translating the outputs into actionable artifacts – high level journey flows, user stories, wireframes and style guides for development. All were captured in Basecamp and then Jira.

Defining the solution

The self-service solution allowed the end-user (seller) to have control of induction process workflow, order management and batch order processing


Before any of the team even thought about approaching a keyboard we had modelled out the complex array of interactions, audience segmentation and permissions, product taxonomy and everything else in the most lean way possible – whiteboards and paper.

Artifact modelling

Visualised the complex way in which data objects build up as they migrate the workflow process made it easier to understand roles and permissions. This was essential when considering data integrity and security. Especially, for any given data object, both internal and seller users would have access at key stages.


Being able to show how each release would build upon the subsequent release was key to getting buy-in from snr stakeholders.

User journey flows

Visualiseing the complex array of user journeys was especially important to optimise the workflow process and handle any overlaps and duplicates in functionality.


Unfortunately, the outsourced development team required high fidelity (read pixel perfect!) wireframes in order to proceed. Thankfully we had already iterated through low level sketches before embarking on this journey.

Style guides

Styles guides tied the whole design together and details all aspects of this quasi-responsive desktop site.

The result

Production Visuals

The final set of deliverables for the project were a set of illustrative production visuals that covered key pages and styles.

Delivery of the project was then handed to the seconded Management Consultancy for the final stretch.