IK. Mamun

I led an eight-person Bangladesh marketing design team and served as the local design point of contact while Daraz rolled out a regional rebrand. The identity was set across the region; my job was to make it work in Bangladesh, across marketing, campaigns and selected app touchpoints.

Work ran on a Trello board. Three designers handled offline work, three handled online work, and urgent requests came to me and my associate team lead. That split kept campaign deadlines from competing with the larger rollout.

• Shape language: disagree and commit. The regional shape language leaned toward Singapore and Malaysia and did not fit Bangladesh’s cultural diversity. No one on the local team, including me, agreed with it. We committed anyway, because consistency across countries mattered more than local preference.
• Trade-off on scope. With a tight deadline, a few secondary assets were delayed so the key visuals could ship on time.
• Customer reaction. Customers were initially unsettled by the new layout and design style. Over time the team and the customers came on board.

Figures are approximate and come from my own records. Sales, conversion and brand-lift changes are not attributed to this work.

Cartup is a commerce product from a separate business, backed by a different development organization. The direction was clear: it had to stand apart from Daraz in look, tone and structure, while still being easy for shoppers to understand.

I led product redesign across discovery, onboarding and product browsing, coordinating with business partners and the development team, and shaping the visual identity with the two designers.

Some proposed redesign concepts were not implemented. The case study separates proposed UX from what is live. Qualitative preference feedback is not a controlled outcome measurement.

Focus groups with students, mentors and industry experts changed the original brief. Eight findings stood out:

The non-completion figure is an estimate recalled from the sessions, not measured data.

33 learners described previous learning and mentor choices. 22 of 33 had taken an online course in the previous year, 22 of 29 pointed to a local institute or mentor, and 18 of 30 rated a course they had taken 4 or 5 out of 5. A small sample, useful as direction only.

SWAP served B2B and C2C users buying, selling and exchanging gadgets, bikes, cars and accessories. The earlier design made buying, selling and evaluating exchange offers harder than it needed to be. The business also reported a sales decline, without time-series data available to the design team.

One marketplace, three intentions. Someone buying a phone, selling an old device or checking a swap offer needs a different next step, so the information architecture separated those jobs.

Over 40 people were approached; 33 answered two questions and 29 answered the one about used electronics, with 75.9% interested. Four needs came through: product selection, a usable interface, seller trust and authenticity, and budget-friendly options.

User flows, a FigJam mind map, wireframes, a blue visual system, and high-fidelity screens for sell, buy, swap, payment and order confirmation. Conversion, selling speed and sales recovery are not reported in this case study.

Retention and conversion were concerns. The site had a dated brand, disorganized content, weak communication and no clear pricing, and visitors had to trust the service with their work before they could see what it offered.

A brand guideline with a blue-and-cyan logo and Montserrat typography, a homepage built around services, proof and a clear route to a quote, contact and specialist-selection concepts, and a real-time pricing calculator with an editable quote view. The calculator is a concept design with sample values.