Daki · Case 02

Raio — the foundation of the logistics universe

Role
design leadership — leader and executor in the critical phase
Team
a lean squad
Result
migration within the contract deadline · third-party license cost eliminated · no productivity drop

In one month, I designed from scratch the structure of the two products that hold up the last mile: an operation of dozens of hubs, across several cities.

The migration off the platform running the operation shipped within the contract deadline, with a lean squad, and the structure I designed that month is the one the teams still evolve today.

01 — My role

At the time of the merger with the global group, last-mile management ran on a third-party platform: a high license cost and zero room to customize features for an operation with very specific particularities, like the hub model. The company decided to replace it with an in-house tool.

What had to be born or change, in parallel:

  • Raio web, the operation’s control tower: state of deliveries and trips, delays, riders en route and returning. Nothing existed.
  • Raio app, the courier’s app, which already existed, but without the concept that was becoming the center of the operation: trips with stacking (route-based grouping of multiple deliveries), replacing single deliveries. Absorbing that shift required restructuring the entire navigation.

02 — What was at stake

If the migration failed, the operation couldn’t be left unsupported: the alternative was to extend the contract and pay dearly for it.

The deadline was hard: the end of the contract.

Raio — the information architecture of the foundationI laid the first navigation structure for both web and app; the squads grew the features on top of it. Still in use today.Raio — the information architecture of the foundationI laid the first navigation structure for both web and app; the squads grew the features on top of it. Still in use today.RAIO WEBControl tower for the last-mile operationweb · operationsOverviewlive state · active trips · delays ·riders en route and returningTripslist → detail: grouped deliveries,rider, route, progressDeliveriesstate · delay · historyMonitoringreal time · delay alertsIt replaced the third-party platform — and the contract went with it.the same operation, both sidesRAIO APPCourier app — trips and offersapp · fieldHome / offeravailable trips · acceptTrip (stacking)a routed sequence of multipledeliveriesDeliverynavigation to the customer ·confirmation and validationReturnback to the hub · available for anew tripThe navigation structure is still in use today.BEFOREOne delivery at a timehub → delivery → return, for every orderTHE CONCEPTUAL SHIFTFrom single deliveries to stackedtripsit isn't a new screen — it's a differentbusiness objectAFTEROne trip, several deliveriesmultiple deliveries grouped and routed → asingle return to the hubreal structure · no operational data, volumes or internal tool namesRaio — the information architecture of the foundationI laid the first navigation structure for both web and app; the squads grew the features on top of it. Still in use today.Raio — the information architecture of thefoundationI laid the first navigation structure for both web and app; thesquads grew the features on top of it. Still in use today.RAIO WEBControl tower for the last-mile operationOverviewlive state · active trips · delays · riders en route andreturningTripslist → detail: grouped deliveries, rider, route, progressDeliveriesstate · delay · historyMonitoringreal time · delay alertsIt replaced the third-party platform —and the contract went with it.the same operation, both sidesRAIO APPCourier app — trips and offersHome / offeravailable trips · acceptTrip (stacking)a routed sequence of multiple deliveriesDeliverynavigation to the customer · confirmation and validationReturnback to the hub · available for a new tripThe navigation structure is still inuse today.BEFOREOne delivery at a timehub → delivery → return, for every orderTHE CONCEPTUAL SHIFTFrom single deliveries to stacked tripsit isn't a new screen — it's a different business objectAFTEROne trip, several deliveriesmultiple deliveries grouped and routed → a single return to thehubreal structure · no operational data, volumes orinternal tool names
What this diagram proves: the structure is a single one for both sides of the operation, and the app's change is one of business object, from deliveries to trips, not of screens.

Act I · 03 — Product decision

I led design. Scope definitions belonged to my product counterpart and the CTO.

What I brought to those decisions was the learning from discovery: what the operation actually used on the platform, what it ignored, what it needed and didn’t have.

Act II · 04 — Leadership and craft decision

When the squad’s lead designer left mid-project, I took on execution too: I led and I designed.

A context decision, not a habit: with a hard deadline and the squad without its lead designer, being both leader and contributor was what the moment demanded.

In one month, I stood up the first foundation of information architecture and navigation for both products (the organization of trips, deliveries, and tracking), conceived with the PM and validated with couriers on site, in the stores.

05 — Relative result

Within the contract deadline

migration within the contract deadline, with a lean squad

License eliminated

the third-party platform’s license cost eliminated

Productivity held

the operation absorbed the switch with no productivity drop

The functional results came in the following evolutions, built by the squads on the structure I designed, which is still the foundation today.

Years later, the Delivery Experience universe, born on that foundation, came to report to me as product leadership.

06 — What I’d do differently

I’d have looked earlier at the mobile vs. desktop dynamic at the moment of the operation inside the store. Part of the adaptations we made later, with learnings from the operation, could have gone into the foundation already.