I used a mix of qualitative and quantitative research to identify the main friction points and behavioural patterns affecting signup, repeat purchases, and supplier workflows. These findings shaped the design direction by clarifying which problems to prioritise and which assumptions needed to be challenged before moving into solution design.
Consumer Branch Manager: Responsible for sourcing goods across multiple restaurants, with a focus on reliable availability and timely delivery.


Seller Branch Manager: Manages product listings, pricing, and stock availability, while responding to buyer enquiries to support purchasing decisions.
Seller Account Manager: Acts as the primary contact with Jumla, ensuring account details, compliance, and ongoing operational requirements are maintained.
We evaluated the platform against established usability principles, identifying over 100 issues across navigation, feedback, and search. Key findings included:
Heuristic 1 (Visibility of system status):
Overdue payments were shown via a banner, but tapping the banner led to no action, breaking user expectations.
Heuristic 2 (Match between the system and real world):
Navigation was split between the dashboard and side menu, forcing users to repeatedly backtrack to change routes.
Heuristic 6 (Recognition over recall):
Search lacked filtering and browsing support, requiring users to remember exact product names instead of recognising options.
Designs.
Beyond the core product flows, the project addressed additional requirements that influenced design decisions. This included defining user testing questions to validate feature changes, designing sales reporting views to support operational insight, and adapting the interface for both English and Arabic to support left-to-right and right-to-left layouts without breaking usability.
