UX/UI for Mobile Apps

Nobody abandons an app because it is ugly. They abandon it because it got stuck.

When an app’s numbers do not add up, the conversation usually turns aesthetic: the screen looks dated, the colour does not work, the icon is odd. Redesigning on that basis burns budget and barely moves the indicator, because the problem was rarely there.

What kills conversion is concrete friction: one step more than necessary, a field asking for information the person does not have to hand, an error that does not explain what to do next. Product design is finding those points and removing them and that is why it is measured in business metrics, not in opinions about the screen.

How we work

Order matters: redesigning before understanding where people get stuck is decorating the problem.

• Funnel assessment. Exactly where people drop out, at which step and in which user profile. Product data first; opinion after.
• Research with real users. Watching someone use the app reveals in twenty minutes what weeks of meetings do not. Especially what the person does and cannot explain doing.
• Information architecture. What appears on each screen and what goes. Much of the gain comes from removing, not adding.
• Interface and design system. Consistent components, with loading, error and empty states defined which is precisely where most apps abandon the user.
• Handoff to development. A specification the team can implement without guessing: behaviour, measurements, edge cases and what happens when the network drops.

What usually pays back first

The points where friction costs the most money in the products we work on.

• Sign-up and first use. It is where most people are lost, and where every field removed shows up in the completion rate.
• Conversion flow. Checkout, subscription or request the sequence that separates intent from result.
• Error states. A message that explains what happened and what to do now avoids a good share of support tickets.
• Accessibility. Contrast, touch target size and screen reader support. It is not only compliance: a small target lowers conversion for everyone, not just for people with impairments.

What you are left with

• The design system. Documented components, with states defined, ready for the team to reuse.
• The handoff specification. Detailed enough that development does not have to interpret.
• The research findings. What was observed, with priorities and what was left out of this cycle.
• The baseline metric. The before value recorded, so the after is comparable.

How we run it

We start with product data and observation sessions with real users. That survey produces a list prioritised by impact on the metric you want to move, not by aesthetic preference. Delivery runs in short cycles, critical screen first, so the result shows before the project ends.

How we measure results

The metric is agreed at the start and it is a product metric: sign-up completion rate, main flow conversion, drop-out by step and support ticket volume. We record the starting value before touching a single screen without it there is no way to prove the gain afterwards.

We now have a far more robust, fast and visual view of each management area’s results.

Sales director national fuel distributor