HiperDino is the largest supermarket chain in the Canary Islands, with over €1.56 billion in annual revenue. I led the full redesign of their digital ecosystem — web and app — with a clear challenge: improve usability, conversion, and brand image without modifying the product architecture. The starting point was an insights document combining heatmaps, heuristic analysis, Google Analytics data, and competitive benchmarking that existed but wasn't being applied to design decisions.
I led the UX team and the full digital product redesign. My role included analysing existing data, defining UX/UI strategy, designing the system, and coordinating continuously with development and QA throughout the implementation phase.
The web and app had spent years being slow, outdated, and hard to use, eroding user trust in online shopping. The platform had real behavioural data that wasn't being interpreted or applied, and a functional complexity that was directly impacting conversion.
The constraint was significant: the product architecture could not be modified. All usability, conversion, and brand trust work had to be resolved within a fixed structure.
"The design system is not a visual layer, but a product infrastructure that prevents returning to inconsistent decisions."
Based on the initial diagnosis, the goals were:
The work began by consolidating and reinterpreting the available data: heatmaps, analytics, and competitive benchmarking that existed but weren't driving change. From that analysis, every decision around visual hierarchy, flow, and aesthetics had data behind it.
The most significant challenge was the checkout. With multiple coupon types, discount cards, promotional codes, and payment options, the complexity was enormous. Without being able to change the steps or the architecture, the solution was to apply progressive disclosure with business logic: each user sees only the options that apply to them, while all options remain accessible and understandable at a glance. Nothing removed, nothing simplified by omission.
The design system was conceived as a direct response to the identified problems, not as a visual layer. Tokens, reusable components, and business-specific patterns were defined to improve usability, coherence, and iteration speed within the project's constraints.
Collaboration with the development team was constant. Many decisions were made taking real technical limitations into account, prioritising sustainable solutions. The system helped reduce ambiguity and ensure UX decisions were correctly implemented.
The redesign is complete and in the implementation phase. The design base, system, and documentation are ready for production deployment.