PRODUCT & CONTENT DESIGN · INFORMATION ARCHITECTURE · 2026
ONCIO
Transforming Start Beyond's immersive learning app from a showcase platform into a lead-generation experience.
ONCIO is Start Beyond's immersive learning app, built to showcase VR and AR training for enterprise clients. The content was strong, but buyers could not tell whether it would work for their own teams. We reframed it from a content showcase into a lead-generation experience that helps buyers understand value, evaluate proof and move toward enquiry.
PRODUCT STRATEGY
CONTENT DESIGN
INFORMATION ARCHITECTURE
RESEARCH SYNTHESIS
ROLE
Product Designer & Project Lead
TEAM
5-person team
Start Beyond client project
DURATION
Feb to May 2026
TYPE
Product and content design
OUTCOME
Lead-generation redesign
Prioritised roadmap
Client handover
QUICK OVERVIEW
THE PROBLEM
Buyers could see the immersive content but could not determine whether it fit their team.
THE SHIFT
From a content showcase to a lead-generation experience built around buyer decisions.
MY ROLE
Led research synthesis, information architecture, content and prioritisation across a 5-person client project.
THE REAL PROBLEM
The challenge wasn’t content. It was decision-making.
Start Beyond already had strong immersive training. In testing, the blocker was not the content. Buyers could see the experiences but could not connect them to their own context, so they browsed, watched, and left without acting.
"I can see what the experiences are,
but I can't tell if this would work for my team."
SYNTHESISED FROM USER TESTING FEEDBACK
CURRENT JOURNEY
01
Browse
02
Watch
03
Leave
DESIRED JOURNEY
01
Understand
02
Evaluate
03
Trust
04
Enquire
01
Users wanted proof before engaging
OPPORTUNITY
Surface business outcomes earlier in the experience.
02
Navigation created friction
OPPORTUNITY
Introduce persistent navigation across major sections.
03
Users lacked a clear next step
OPPORTUNITY
Create a dedicated Request a Demo pathway.
04
Content felt too generic
OPPORTUNITY
Personalise recommendations through onboarding.
REFRAMING THE OPPORTUNITY
From showcasing experiences to supporting decisions.
REFRAMING THE QUESTION
WE STARTED ASKING:
"How do we showcase more immersive learning experiences?"
TO:
"How might we help enterprise buyers evaluate, trust and act on the value of immersive learning?"
DESIGN PRINCIPLES THAT GUIDED THE SHIFT
01
Lead with outcomes, not technology
Surface business results first. Technology is the enabler, not the story.
02
Reduce cognitive effort
Simplify navigation and hierarchy so users can evaluate without friction.
03
Create pathways to action
Every screen should move the user closer to a confident decision.
FROM RESEARCH INSIGHT TO STRATEGY
INITIAL ASSUMPTION
Users needed more information about immersive learning.
RESEARCH REVEALED
Users had information. The gap was connecting it to their business context.
REFRAMED OPPORTUNITY
Help decision-makers evaluate immersive learning as a practical business solution.
DESIGN STRATEGY
Prioritise proof, relevance and clear next steps over content volume.
STRATEGIC DECISIONS
Four decisions, each traced back to research.
01
PROPOSED FEATURE
GOAL: EARLY RELEVANCE
Personalise the experience before users see content
ONBOARDING FLOW
Welcome → Industry → Role
INSIGHT
Users struggled to identify which examples were relevant to their industry, role and training goals. The experience introduced content before establishing user context.
DECISION
Introduce a lightweight onboarding flow to capture role, industry and training interests before showing recommended content.
INTENDED IMPACT
Designed to reflect the user's role and industry from the first screen, helping buyers connect examples to their own team earlier.
02
REDESIGNED EXPERIENCE
GOAL: DECISION-LED NAVIGATION
Restructured around how users think, not how content is categorised
INSIGHT
Users relied on back navigation because the original structure was organised around content categories, not the questions buyers were trying to answer.
DECISION
Restructure the app navigation around a clearer decision pathway. Understand the offer, explore relevant solutions, evaluate proof and move toward enquiry.
INTENDED IMPACT
The experience shifted from passive browsing to active decision support, helping users understand where to go next and why.
BEFORE: CATEGORY-LED
AFTER: DECISION-LED
03
PROPOSED FEATURE
GOAL: BUILD TRUST THROUGH PROOF
Turn Case Studies into evidence for decision-making
INSIGHT
Users wanted proof before engaging. Demonstrations of immersive technology were not enough to help buyers judge whether the solution would work for their organisation.
DECISION
Redesign case studies to prioritise measurable outcomes, implementation scale, industry relevance and client success before feature details.
INTENDED IMPACT
Case studies became evidence of value, helping buyers evaluate business fit rather than simply browse capability.
04
PROPOSED FEATURE
GOAL: CLEAR PATH TO ENQUIRY
Turn interest into a structured enquiry path
INSIGHT
Users lacked a clear next step after exploring content. There was no obvious pathway from interest to enquiry.
DECISION
Create a dedicated multi-step Request a Demo flow, accessible through a persistent CTA across key sections of the app.
INTENDED IMPACT
The experience gave interested users a clear next step, turning exploration into a structured enquiry path.
PRODUCT THINKING AND PRIORITISATION
We didn't propose a full rebuild. We made commercially realistic decisions.
PRIORITISED RECOMMENDATIONS
MUST HAVE
High impact · Low to mid effort
Guided user journey
Restructure around decision-making
Persistent navigation
Access all sections from anywhere
Request a Demo CTA
Clear pathway from interest to enquiry
Outcome-focused case studies
Lead with evidence, not technology
SHOULD HAVE
High impact · Mid effort
Simplified onboarding
Lightweight role and industry capture
Multi-step demo form
Capture context before connecting
Stronger storytelling
Interactive, narrative-led context
COULD HAVE
Lower priority · Higer effort
Interactive module carousel
Enhanced content discovery
Prioritised based on user value, business impact and implementation feasibility.
KEY TRADEOFFS
TRADEOFF 01
Complete redesign vs incremental improvement
High-impact changes were integrated into the existing ecosystem to balance user need, business value and feasibility.
TRADEOFF 02
Personalisation vs initial friction
Lightweight onboarding added one step but improved relevance across the rest of the experience.
TRADEOFF 03
Technology showcase vs business evidence
Research showed buyers needed proof of value, so content shifted from immersive features to measurable outcomes.
ROLE AND CONTRIBUTION
What I led, shaped and delivered.
My role sat between research, content strategy and product direction, helping the team translate user uncertainty into a clearer decision-making experience.
RESEARCH
Understand
PRODUCT DIRECTION
Define
CLIENT HANDOVER
Deliver
01
LEADERSHIP
Led client communication and weekly alignment
Coordinated team delivery checkpoints
Kept scope focused on client priorities
02
RESEARCH
Planned and facilitated user interviews
Synthesised findings into opportunity areas
Translated uncertainty into design priorities
03
DESIGN
Shaped Request a Demo enquiry flow
Designed Training Builder recommendation path
Reframed Case Studies around business proof
04
STRATEGY
Consolidated recommendations into a roadmap
Prioritised by user value and feasibility
Prepared final client handover direction
KEY EXPERIENCES SHAPED
PERSONALISED ONBOARDING
REQUEST A DEMO
TRAINING BUILDER
CASE STUDIES
FINAL ROADMAP
From user uncertainty to clear, actionable outcomes.
REFLECTION
Designing for decisions, not just usability.
REFLECTION
01
I first approached ONCIO as a usability problem. Research showed the deeper issue was not more information, but helping buyers understand what the information meant for them.
02
The strongest design decisions helped buyers connect ONCIO’s immersive learning content to their own business context, building clarity, trust and action.
03
This project changed how I think about product and content design. A better experience does not just help people use something; it helps them understand, decide and move forward.
WHAT I TOOK FROM IT
Problem framing shapes the outcome.
The most valuable shift came from reframing the app around buyer decision-making, not simply adding more content.
Research synthesis is a design skill.
The value came from translating uncertainty, hesitation and business needs into clearer product and content decisions.
Constraints can sharpen the work.
Working within the existing app pushed the redesign toward practical, high-impact changes rather than idealised solutions.
Strategy and craft need each other.
The final experience needed both clear structure and thoughtful interaction details to feel useful and credible.
KEY TAKEAWAY
The biggest lesson was that research, content strategy, information architecture and product thinking work best when they support the same goal: helping people understand value and make clearer decisions.