App review: Toutiao

June 7, 2017June 8, 2017 marcabrahamLeave a comment

Fig. 1 – Screenshot of www.toutiao.com/ homepage

When I first heard about Toutiaou I thought it might be just another news app, this coming one from China. I learned, however, very quickly that Toutiaou is much more than just a news app; at the time of writing, Toutiao has more than 700 million users in total, with ore than 78 million users reading over 1.3 billion articles on a daily basis.

Toutiao, known officially as Jinri Toutiao, which means “Today’s Headlines”, has a large part of its rapid rise to its ability to provide its users with a highly personalised news feed. Toutiao is a mobile platform that use machine learning algorithms to recommend content to its users, based on previous content accessed by users and their interaction with the content (see Fig. 2).

Fig. 2 – Screenshot of Toutiao iOS app

I identified a number of elements that contribute to Toutiao’s success:

AI and machine learning – Toutiao’s flagship value proposition to its users, having its own dedicated AI Lab in order to constantly further the development of the AI technology that underpins its platform. Toutiao’s algorithms learn from the types of content its users interact with and the way(s) in which they interact with this content. Given that Toutiao users spend on average 76 minutes per day on the app, there’s a wealth of data for Toutiao’s algorithms to learn form and to base personalisations on.
Variety of content types to choose from – Toutiao enables its users to upload short videos, and Toutiao’s algorithms of will recommend selected videos to appropriate users (see Fig. 3). Last year, Ivideos on Toutiao were played 1.5 billion times per day, making Toutiao China’s largest short video platform. Users can also upload pictures, similar to Instagram or Facebook, users can share their pictures, with other users being abel to like or comment on this content (see Fig. 4).
Third party integrations – Toutiao has got strategic partnerships in place with the likes of WeChat, a highly popular messaging app (see Fig. 5), and jd.com, a local online marketplace. It’s easy to see how Toutiao is following an approach whereby they’re inserting their news feed into a user’s broader ecosystem.

Main learning point: I was amazed by the scale at which Toutiao operate and the levels at which its users interact with the app. We often talk about the likes of Netflix and Spotify when it comes to personalised recommendations, but with the amount of data that Toutiao gathers, I can they can create a highly tailored content experience for their users.

Fig. 3 – Screenshot of video section on Toutiao iOS app

Fig. 4 – Screenshot of user generated content feed on Toutiao iOS app

Fig. 5 – Screenshot of Toutiao and WeChat integration on Toutiao iOS app

Related links for further learning:

Some good conversational UI examples to learn from

December 19, 2016December 22, 2016 marcabraham1 Comment

It was Dennis Mortensen – CEO/Founder of x.ai – who made me aware a few years ago of the concept of ‘invisible interfaces’. He talked about applications no longer needing a graphical user interface (GUI), taking “Amy” – x.ai’s virtual personal assistant as a good example (see Fig. 1 below).

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Fig. 1 – Amy, x.ai’s virtual assistant – Taken from: http://www.agilenetnyc.com/business/x-ai/

Since then, I’ve been keeping more of an eye out for bots and virtual assistants, which can run on Slack, WeChat, Facebook Messenger or Amazon Echo. Like “Amy” these applications can be driven entirely by complex machine learning algorithms, or can be more ‘smoke and mirrors’ and operated entirely by humans. Let’s just have a look at some relevant examples to illustrate where I think some of these virtual assistants and chatbots are heading.

Example 1 – Nordstrom Chatbot and Operator offering personalised discovery:

US based Nordstrom recently launched its first chatbot for the 2016 holiday season. If you’re already on Facebook Messenger or Kik, Nordstrom’s virtual assistant is only a click away. Users who engage with Nordstrom’s bot will be asked a number of questions about who they’re shopping for. The bot will then respond with bespoke gift suggestions based on the user’s responses.

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Fig. 2 – Nordstrom Chatbot – Taken from: https://chatbotsmagazine.com/the-complete-beginner-s-guide-to-chatbots-8280b7b906ca#.l5e2i887r

You can get a similar experience using Operator, which is driven entirely by human experts who’ll provide you with personalised advice on what to buy (see Fig. 3 below).

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Fig. 3 – Operator’s experts providing tailored advice to its users – Taken from: https://www.operator.com/

Example 2 – KLM sharing flight information via Facebook Messenger:

KLM, the well known international airline, now enables customer to receive their flight documentation via Facebook Messenger. After booking a flight on KLM’s website, customers can choose to receive their booking confirmation, check-in details, boarding pass and flight status updates via Messenger. It’s built on a Messenger plug-in which customers only have to enable in order to receive ‘personalised’ messages from KLM (see Fig. 4 below).

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Fig. 4 – Screenshot of KLM’s Messenger app – Taken from: https://messenger.klm.com/

Example 3 – Telegram using buttons for discovery and shortcuts:

As much as it’s great to have a very simple ‘single purpose’ conversational user interface, there are messenger apps and virtual assistants out there that do offer user functionality that works better with buttons to click. A good example is the Telegram app, which has buttons for specific actions and shortcuts (see Fig. 5 below).

Fig. 5 – Screenshot of the buttons in Telegram’s messenger app – Taken from: http://alistapart.com/article/all-talk-and-no-buttons-the-conversational-ui

Main learning point: I’ll no doubt learn more about conversational user interfaces over the coming months and years, but looking at simple examples like x.ai, Nordstrom’s Chatbot, Operator, Telegram and KLM’s Messenger feels like a very good starting point!

Related links for further learning:

Varo Money and its focus on the banking – customer relationship

November 10, 2016 marcabraham3 Comments

Varo Money is a US based Fintech startup that provides mobile banking and personal financial management services. We’ve seen mobile banks launching in various forms left right and centre over the last two years; think N26 in Germany, Simple in the US and Monzo in the UK, just to name a few. I’m keen to explore Varo more and learn more about its focus on personal financial management and building an ongoing relationship with its customers.

I listened to a podcast interview with Colin Walsh – CEO and Co-Founder of Varo – recently, in which he outlined as Varo’s core proposition and its main points of differentiation:

Next generation of consumers – In the interview, Colin explains how Varo sees the so-called generation of ‘millennials’ as a white space, currently not addressed well by existing banks. Varo aims to provide these target customers with an easy way to manage their accounts, but also focuses on providing them with financial guidance on how to manage their money.
Mobile first – Given that Varo targets ‘millennials’, Colin made a point of explaining that Varo’s customer experience needs to be intuitive and mobile first, since this has become the standard for millennial users. He describes this mobile first approach as a key differentiator for Varo, along with “delivering meaningful insights to customers.”
Relationship focus – Varo is all about “earning the relationship with the customer.” This means gathering customer data so that Varo can advise customers better and deepening the relationship with the customer by addressing their needs. This doesn’t make Varo any different to any other banks in my opinion, but it will be interesting to see how Varo will design an experience tailored to the needs of its customers. I liked Colin’s point about using data to enhance customer relationships, and I wonder how Varo will build this ‘customer understanding’ into its experience.
Goal-based – Similar to Qapital, Varo is all about helping its customers reach certain financial goals and outcomes. For example, if you want to save money for a big expenditure, Varo is looking to create an experience which will make it easier to set related goals and manage your money accordingly (see Fig. 1 below). I like how Varo enables users to have a single view of their money across a number of accounts (Fig. 2 below).
Underpinned by partnerships – Like many Fintech startups, Varo partners with a number of established third parties to provide the components of their platform. Varo is partnering with companies like Galileo (payment processing) and Socure (identity verification) who, as Colin explains, “things they do very well at scale” and will help with Varo’s speed to market. Varo configures these existing technologies in order to not have the reinvent the wheel. Instead, Varo wants to focus its efforts more on a human-centered approach to design and experience, providing customers with insights to help deepening relationships with them (see Fig. 3 and 4 below).

Main learning point: For a company that hasn’t even yet released its product into Beta, Varo has done a good job in creating a buzz around its proposition and its services. With so many new banking platforms popping up, it will be interesting to see how Varo will differentiate itself and establishes a critical mass of US customers and, as Colin says will become “a credible alternative to a traditional bank account.”

Fig. 1 – Screenshot of Varo’s goal-setting functionality – Taken from: http://www.varomoney.com/whatisvaro.php#2

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Fig. 2 – Screenshot of Varo’s ability to provide a single view of all their accounts – Taken from: http://www.varomoney.com/whatisvaro.php#2

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Fig. 2 – Screenshot of Varo’s card functionality – Taken from: http://www.varomoney.com/whatisvaro.php#2

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Fig. 4 – Screenshot of “V”, providing insights to customers – Taken from: http://www.varomoney.com/whatisvaro.php#3

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Related links for further learning:

Book review: Sprint (Part 6 – Day 5)

September 11, 2016 marcabrahamLeave a comment

The fifth and final day of the sprint is all about interviewing your (target) customers and learning from how they interact with your prototype.

Interview

“Five is the magic number”, is the point that Knapp, Zeratsky and Kowitz are making in Sprint with regard to the number of people to interview. The value of this number of interviewees was proven by usability expert Norman Nielsen who found that typically 85 percent of problems were observed after just five people (see Fig. 1). “The number of findings quickly reaches the point diminishing returns,” Nielsen concluded. “There’s little additional benefit to running more than five people through the same study; ROI drops like a stone.”

When it comes to conducting the actual interview, having a structured and consistent way of running these conversations is critical. Knapp, Zeratsky and Kowitz write about the “Five-Act Interview”, which consists of the following stages (see Sprint, p. 202):

A friendly welcome to start the interview
A series of general, open-ended context questions about the interview
Introduction to the prototype(s)
Detailed tasks to get the customer reacting to the prototype
A quick debrief to capture the customer’s overarching thoughts and impressions

The book also provides some useful tips for the interviewer, asking open-ended and ‘broken’ questions (pp. 212 – 215):

DON’T ask multiple choice or “yes/no” questions – “Would you …?””Do you …?””Is it…?”
DO ask “Five Ws and One H” questions – “Who …?””What …?””Where …?””When …?””Why …?””How …?”
Ask broken questions – The idea behind a broken question is to start asking a question – but let your speech trail off before you say anything that could bias or influence the answer. For example: “So, what … is …” (trail off into silence)

Fig. 1 – Why You Only Need To Test With Five Users – Taken from: https://www.nngroup.com/articles/why-you-only-need-to-test-with-5-users/

20000319-user-testing-diminshing-returns-curve

Learn

Ultimately, this is what the fifth and final day of your sprint is all about: finding the end to your sprint story. Once you’ve had a chance to see how your customers react to your prototype, you’ll be able to answer your sprint questions and decide on next steps. For example, if you and your team take interview notes as a group during the five interviews, you should be able to do a good recap of all your learnings, answer the original sprint questions and decide on what to next. For example, a common next step would be to make a go/no go decision about a particular product idea.

Main learning point: In “Sprint”, Knapp, Zeratsky and Kowitz offer a very cost-efficient way to explore product questions and solutions before committing to an idea (and a large investment of time, money and effort). The reality is that as a product manager you’ll almost always will have to take a punt, but being disciplined about doing sprints and continuous discovery will help you make better informed decisions, based on real customer feedback.

Related links for further learning:

Book review: Sprint (Part 5 – Day 4)

September 10, 2016 marcabraham1 Comment

Once you and your team have created storyboards, you’ll spend the fourth day of the sprint creating a prototype. In “Sprint”, Jake Knapp, John Zeratsky and Braden Kowitz talk about a “fake it” approach to turn a storyboard into a realistic prototype.

Fake It

The fourth day of your sprint is all about illusion; instead of taking weeks, months, or even years to create the real thing, you’re going to fake it. Knapp, Zeratsky and Kowitz talk about building a facade (see Fig. 1 below). The main acceptance criterion for a successful facade is that it needs to be real enough to test with real customer on the fifth and final day of the sprint.

Fig. 1 – Building a realistic prototype – Taken from: https://heleo.com/jake-knapp-jake-knapp-sprint/6499/

prototype-1

facade-1

You and your team are only allowed to spend a single day on creating a facade, and that’s deliberate. Knapp, Zeratsky and Kowitz explain that the more time you spend on creating a prototype the more likely you are to become attached to it, and less likely to make any changes based on customer feedback (see Fig. 2 below).

Fig. 2 – Becoming attached – Taken from: https://heleo.com/jake-knapp-jake-knapp-sprint/6499/

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Similar to what Josh Wexler and Mike Fishbein talk about in their book, there’s an explanation of “the prototype mindset” in Sprint (pp. 168 – 170):

You can prototype anything – If you go into the fourth day of your sprint with optimism and a conviction that there is some way to prototype and test your product, you’ll find a way.
Prototypes are disposable – Don’t prototype anything you aren’t willing to throw away. Remember: this solution might not work.
Build just enough to learn, but no more – The prototype is meant to answer questions, so keep it focused. You don’t need a fully functional product. You just need a real-looking facade to which customers can react.
The prototype must appear real – To get trustworthy results in your test on the fifth and final day of your sprint, you can’t ask your customers to use their imaginations. You’ve got to show them something realistic. If you do, their realistic. If you do, their reactions will be genuine.

I loved the concept of “Goldilocks quality”, which was introduced by Daniel Burka. Burka argues that the ideal prototype should be of Goldilocks quality. If the quality is too low, people won’t believe the prototype is a real product. If the quality is too high, you’ll be working all night and you won’t finish. You need Goldilocks quality; not too high, not too low, but just right (see Fig. 3 below).

Fig. 3 – “Goldilocks quality” – Taken from: https://heleo.com/jake-knapp-jake-knapp-sprint/6499/

goldilocks-quality

Once you’ve created the right prototype, you and your team should do a quick trial run on the afternoon of the fourth day of your sprint. This will give you a chance to fix any mistakes or issues with your prototype, before you test it with real customers the following day.

Main learning point: Don’t get too hung up on the realness of your prototype! It needs to be real enough to test with customers on the final day of your sprint, no more and no less.

Book review: Sprint (Part 4 – Day 3)

September 7, 2016 marcabraham1 Comment

Once you’ve starting to think about possible solution – during Day 2 of the sprint – the next step is to take your huge pile of solutions and decide on which solution(s) to prototype. In the morning, you’ll review and critique the different solutions and select those solutions which you feel have the best change of meeting your long-term goal. In the afternoon, you’ll take the winning scenes from your ‘solution sketches’ and convert them into a storyboard. The goal behind this storyboard is to have a clear plan in place before you create a prototype to test with customers.

Decide

The main objective for the third day of your sprint is to decide on which solutions to prototype. In “Sprint”, Jake Knapp, John Zeratsky and Braden Kowitz suggest a number of techniques to optimise your decision-making process:

Art museum: Put the solution sketches on the wall with masking tape.
Heat map: Look at all the solutions in silence, and use dot stickers to mark interesting parts.
Speed critique: Quickly discuss the highlights of each solution, and use sticky notes to capture big ideas (see Fig. 1 for a breakdown of how speed critique works).
Straw poll: Each person chooses on solution, and votes for it with a dot sticker.
Supervote: The Decider makes the final decision, with more stickers.

Fig. 1 – How speed critique works – Taken from “Sprint”, p. 136:

Gather around a solution sketch.
Set a time for three minutes.
The Facilitator narrates the sketch. (“Here it looks like a customer is clicking to play a video, and then clicking over to the details page …”)
The Facilitator calls out standout ideas that have clusters of stickers by them. (“Lots of dots by the animated video …”)
The team calls out standout ideas that the Facilitator missed.
The Scribe writes standout ideas on sticky notes and sticks them above the sketch. Give each idea a simple name, like “Animated Video” or “One-Step Signup.”
Review concerns and questions.
The creator of the sketch remains silent until the end. (“Creator, reveal your identity and tell us what we missed!”)
The creator explains any missed ideas that the team failed to spot, and answers any questions.
Move to the next sketch and repeat.

Rumble

A “Rumble” is a test whereby two conflicting ideas will be prototyped and tested with customers on the final day of the sprint. Instead of having to choose between two ideas early on, a Rumble allows your team to explore multiple options at once. If you have more than one winning solution, involve the whole team in a short discussion about whether to do a Rumble or to combine the winners into a single prototype. Knapp, Zeratsky and Kowitz suggest a good decision-making technique, “Note and Vote”, which you can use at any point throughout the sprint where you and your team need to make a decision (see Fig. 2).

Fig. 2 – Note and Vote – Taken from “Sprint”, p. 146:

Give each team member a piece of paper and a pen.
Everyone takes three minutes and quietly writes down ideas.
Everyone takes two minutes to self-edit his or her list down to the best tow or three ideas.
Write each person’s top ideas on the whiteboard. Ina sprint with seven people, you’ll have roughly fifteen to twenty ideas in all.
Everyone takes two minutes and quietly chooses his or her favourite idea from the whiteboard.
Going around the room, each person calls out his or her favourite. For each “vote”, draw a dot next to the chosen idea on the whiteboard.
The Decider makes the final decision. As always, she can choose to follow the votes or not.

Storyboard

Creating a storyboard is the final activity on the third day of the sprint. The goal here is to create a plan first before you start prototyping. You’ll take the winning sketches – see “Decide” above – and combine them into a single storyboard.

Fig. 3 – Example of a storyboard – Taken from: http://www.chadbeggs.com/storyboards.html

storyboards_02

From experience, creating a good storyboard will take a good couple of hours. What makes a ‘good’ storyboard? Knapp, Zeratsky and Kowitz list a good set of rules to help you and your team to fill out your storyboard:

Don’t write together – Your storyboard should include rough headlines and important phrases, but don’t try to perfect your writing as a group. Group copywriting is a recipe for bland, meandering junk, not to mention lots of wasted time.
Include just enough detail – Put enough detail in your storyboard so that nobody has to ask questions like “What happens next?” or “What goes where?” when they’re actually prototyping on the fourth day of the sprint.
The Decider decides – You won’t be able to fit in every good idea and still have a storyboard that makes sense. And you can’t spend all day arguing about what to include. The Decider can ask for advice or defer to experts for some parts – but don’t dissolve back into a democracy.
When in doubt, take risks – If a small fix is so good and low-risk that you’re already planning to build it next week, then seeing it in a prototype won’t teach you much. Skip those easy wins in favour of big, bold bets.
Keep the story fifteen minutes or less – Make sure the whole prototype can be tested in about fifteen minutes. Sticking to fifteen minutes will ensure that you focus on the most important solutions – and don’t bite off more than you can prototype. (A rule of thumb: Each storyboard frame equals about one minute in your test.)

Main learning point: The third day of your sprint is all about ending the day with a storyboard that you can use as a starting point for a prototype, that you and your team will be creating on the fourth day of the sprint.

Related links for further learning:

Book review: Sprint (Part 3 – Day 2)

September 3, 2016 marcabraham1 Comment

Once you’ve set a target as part of Day 1 of your sprint, the next step is for you and your team to look at solutions. On the second day of the sprint, you’ll be coming up with solutions, and sketching them. This day consists of two key activities: (1) review ideas to remix and improve, and (2) create solution sketches to feed into your plan for a prototype and customer testing.

Remix and Improve

In “Sprint”, Jake Knapp, John Zeratsky and Brad Kowitz suggest a good technique to collate and assess ideas: Lightning Demos. With this exercise, your team will take three-minute tours of their favourite ideas or products: from other products, from different domains, and from within your own company. The idea here is to encourage the team to throw everything in the mix, but to do so in a short and snappy way. Each person who has suggested an idea will do a three minute demo, showing the team what’s great about his or her solution. As a facilitator, you might want to use a timer to make sure each team member sticks to the their three minute time slot.

The key thing with these three minute ‘lightning demos’ is that you capture the big ideas from each presentation. Start by asking the person who’s doing the tour, “What’s the big idea here that might be useful?” You can then make a quick drawing of this big idea, write a simple headline above it and add the source underneath. I’ve included an example of a way to capture big ideas in Fig. 1 below.

Fig. 1 – An example of capturing ‘big ideas’ from lightning demos, by Karsten Neben – Taken from: https://medium.com/@karstenn/what-we-learned-in-just-5-days-our-design-sprint-report-b9ada5b7f19a#.27wb5fv4e

Lightning Demos

Sketch

In the afternoon of the second day of your sprint, the focus is on coming up with solutions. Instead of doing collective brainstorming sessions – which in my experience run the risk of becoming shouting matches or can be dominated by very vocal people – Knapp, Zeratsky and Kowitz suggest each team member coming up with ideas on their own. People will work individually, thinking about and sketching solutions. I’ve included a simple example of a sketch in Fig. 2 below.

The sketches that people create will act as an important driver for the rest of the sprint. On Wednesday (Day 3), you’ll critique everyone’s sketches and pick the best ones.

If you’re worried about the quality of your sketches, don’t! Knapp, Zeratsky and Kowitz introduce the four step sketch technique. This approach makes it easy for everyone to take some rough solutions and turn them into a detailed solution sketch (see Fig. 2 below):

Notes – As a first step, the team walks around the room and takes notes from looking at all the post-it notes, whiteboards, flip-charts that you have collated over the first day and a half of your sprint.
Ideas – Each team member individually will look at his or her notes and jot down rough ideas, simply filling a sheet with doodles, headlines, etc. The aim here is not to come up with fully fledged ideas or solutions. It’s purely a way for each person to drop down their thoughts.
Crazy 8s – Crazy 8s is a fast-paced exercise. Each person will take his or her strongest ideas and rapidly sketches eight variations in eight minutes. What I like about Crazy 8s is that it stops you from dwelling on your first possible solution for too long. Instead, the eight minute deadlines forces you to quickly decide whether to move on from your first reasonable solution or to stick with it but iterate (see Fig. 3 and 4 below). I’ve found Crazy 8s to work particularly well if you end up sketching several variations of the same idea, exploring alternative versions. Similarly, you can use Crazy 8s to refine a marketing headline or messaging.
Solution sketch – The solution sketch is each person’s best idea, put down on paper in detail. Up to this point, each team member will have worked individually on creating notes, ideas and Crazy 8s, and won’t have shared anything with the rest of the team. This all changes with the solution sketch; each solution sketch is an opinionated hypothesis for how to solve the challenge at hand. These sketches will be looked at – and judged – by the rest of the team. They will therefore need to be detailed, thought-out, and easy to understand (see Fig. 5 and 6 below).

Once each team member has put together a solution sketch, the sprint facilitator will collate them all and put them in a pile. The team will only be allowed to start looking at these solution sketches on the third day of the sprint.

Fig. 2 – Four step sketch technique – Taken from: https://www.fastcodesign.com/3057076/google-ventures-on-how-sketching-can-unlock-big-ideas

4-stage sketch

Fig. 3 – How to do Crazy 8s – Taken from: “Sprint”, pp. 112-113

Each person begins Crazy 8s with a single sheet of letter-size paper.
Fold the paper in half three times, so you have eight panels.
Set a timer to sixty seconds.
Hit “start” and begin sketching – you have sixty seconds per section, for a total of eight minutes to create eight miniature sketches.
Go fast and be messy: As with the notes and ideas, Crazy 8s will not be shared with the team.

Fig. 4 – Crazy 8s example – Taken from: https://www.fastcodesign.com/1672917/the-8-steps-to-creating-a-great-storyboard

Fig. 5 – Important rules to keep in mind when creating a solution sketch – Taken from: “Sprint”, pp. 114-118

Make it self-explanatory – Your solution sketch needs to explain itself. Think of this sketch as the first test for your idea. If no one can understand it in sketch form, it’s not likely to do any better when it’s polished.
Keep it anonymous – Don’t put your name on your sketch, and be sure that everyone uses the same paper and the same black pens.
Ugly is okay – Your sketch does not have to be fancy (boxes, stick figures, and words are fine), but it does have to be detailed, thoughtful, and complete.
Words matter – Strong writing is especially necessary for software and marketing, where words often make up most of the screen. So pay extra close attention to the writing in your sketch. Don’t use “lorem ipsum” or draw those squiggly lines that mean “text will go here.” That text will go a long way to explain your idea – so make it good and make it real!
Give it a catchy title – Since your name won’t be on your sketch, give it a title. Later, these titles will help you keep track of the different solutions as you’re reviewing and choosing. They’re also a way to draw attention to the big idea in your solution sketch (see the example in Fig 6 below).

Fig. 6 – A solution sketch from Blue Bottle Coffee’s sprint; each sticky note represents one screen – Taken from: https://www.fastcodesign.com/3057076/google-ventures-on-how-sketching-can-unlock-big-ideas

Sketch example

Main learning point: The second day of the sprint is very solution oriented. Instead of long brainstorm sessions, the day is filled with more individually oriented activities, encouraging team members to think about ideas and to come up with their own solution sketch.

Related links:

As I learn …

This site is about everything digital, giving an update on new things as I learn

Category: Design

Some good conversational UI examples to learn from

Varo Money and its focus on the banking – customer relationship

Book review: Sprint (Part 6 – Day 5)

Interview

Learn

Book review: Sprint (Part 5 – Day 4)

Fake It

Book review: Sprint (Part 4 – Day 3)

Decide

Rumble

Storyboard

Book review: Sprint (Part 3 – Day 2)

Remix and Improve

Sketch