Two years ago, I quit my job at one of the most innovation-driven NGOs, where I had worked for three years. During that time, I completed my bachelor’s degree, contributed to national strategic policymaking, assisted in disaster management, and was introduced to human-centered design. Then, I made a major career shift, designing products for a business I knew nothing about. Here are my thoughts.

My Past Life

I was 21 years old when I started working at UNICEF. In my first week, I was assigned to manage a national scout event and represent the UNICEF Innovation team. The team followed an agile workflow, and as a fresh graduate, I initially struggled with the fast pace. However, I quickly adapted. More projects and research opportunities emerged from across Indonesia, and one of the most ambitious initiatives I worked on was U-Report Indonesia, a chatbot enabling adolescents to voice their concerns in policymaking.

Throughout my tenure, I visited various regions, learning firsthand about their unique challenges. These experiences shaped my understanding of problem-solving, backed by both qualitative and quantitative research.

In my second year, my supervisor introduced me to design thinking and human-centered design by inviting me to a focus group discussion on “How Tech Impacts Innovation in Southeast Asia.” That was my first experience in a professionally conducted design workshop, and it completely changed my perspective. Inspired, I enrolled in an online Design Thinking course from Designlab, where I learned how structured problem-solving could significantly improve my work in innovation.

Implementing design thinking wasn’t easy. I had to introduce small, gradual changes to gain stakeholder buy-in. While some were familiar with the concept, the majority weren’t. I started by conducting a small workshop, demonstrating how design thinking could enhance a UNICEF flagship project. I then requested an opportunity to apply it in a pilot project. By my final year, I had successfully leveraged design thinking to create UNICEF’s first-ever MVP for an anti-bullying campaign and prevention program in Central Java and South Sulawesi.

Shifting Careers

After a year of applying design thinking to pilot projects, I wanted to explore its application in a real business environment. I believed this shift would challenge me to think differently about problem-solving. A close friend introduced me to Rangga, Head of Product at Kargo Technologies. Our discussion about product development at Kargo convinced me that this was the right place for my next challenge.

Indonesia’s logistics industry is valued at around US$250 billion, with logistics costs comprising nearly 25% of the country’s GDP, a clear indicator of inefficiencies and untapped optimization opportunities.

I was the third designer to join Kargo’s Product Design team. During my first three months, I built a strong foundation in user research and design communication. My first major responsibility was developing the MVP for the Driver App, a tool to help truck drivers operate within Kargo’s marketplace.

Before joining Kargo, I had never interacted with truck drivers. But my perspective changed drastically after participating in driver research. The more I engaged with them, the deeper my understanding became of their daily struggles caused by disorganized processes and unpredictable work conditions.

When designing the Driver App, my primary focus was optimizing mobile design and ensuring intuitive interactions. Many drivers were unfamiliar with complex mobile interfaces and had difficulty processing large amounts of information at once. Addressing these challenges was crucial—because if drivers could navigate the app seamlessly, the business would run more efficiently.

Important Projects

In the next quarter, Kargo initiated “The Big Bang”, a large-scale project aimed at migrating its legacy system to a more streamlined and scalable solution. Previously, Kargo relied on two separate systems for operations, which posed scalability and user experience risks.

Eager to take on greater challenges, I asked my mentor for more responsibilities. I was then assigned to lead the design development of Panthera, Kargo’s internal business management platform. Unlike the Driver App, which served external users, Panthera was designed for internal teams to handle business operations.

I started by analyzing the existing design to identify design debts. This process introduced me to information architecture and the complexities of structuring business workflows. I also learned that designing for internal users required a different communication strategy than designing for end-users like drivers. As a designer, I had to advocate for user needs while aligning with business priorities.

During The Big Bang, I managed the design delivery for both Panthera and the Driver App simultaneously. Juggling two projects with distinct goals and user bases honed my project management, communication, and stakeholder management skills. Running two sprints in parallel was demanding, but the experience was invaluable.

In my second year, I was promoted to Product Designer. My role expanded to leading design projects and mentoring junior designers. I wanted to deepen my expertise in user research, so my mentor assigned me to conduct independent research projects. One of them, Driver Resource Flow, explored how truck drivers managed their income and identified opportunities for future product development. This experience taught me how to design effective research plans, conduct studies, analyze findings, and, most importantly, communicate results to stakeholders. Combining research and design allowed me to present data-driven opportunities and propose impactful solutions.

Struggles and Challenges

Working in a fast-growing startup like Kargo meant adapting to an ever-changing landscape. Priorities and business goals could shift within a single quarter. This volatility posed challenges for the design team in terms of research planning, design prioritization, and stakeholder communication. When everything seems urgent, we had to push back on some agendas that didn’t align with the business’s immediate goals.

One of the toughest aspects of managing multiple design projects was context switching. Design development is a continuous process, and every step often depends on the previous one. Balancing multiple projects with overlapping timelines required careful documentation and time management. To ensure productive discussions, I kept well-organized meeting notes and accessible documentation.

Learning and Opportunities

As Indonesia’s largest logistics startup, Kargo presents an abundance of interesting challenges. The logistics industry is filled with unique problem spaces, making each day a continuous learning experience. The fast-paced and agile environment has trained me to be resilient and methodical in my design approach.

For designers looking to sharpen their skills in user research, ideation, and impact-driven design, Kargo offers an unparalleled experience. It’s a place where you can shape your own design journey. While I’ve only scratched the surface, there are still vast opportunities waiting to be explored—and you could be the first designer to uncover them.