CASE STUDY
From Bottleneck to Blueprint: How We Rebuilt the UX Process in a Complex Logistics System
What happens when a UX writer becomes the bottleneck? We didn’t just fix the symptoms — we rebuilt the system
When you’re leading UX at scale, you quickly realize that design maturity and process maturity are inseparable.
Beautiful screens won’t save a broken pipeline.
The UX writer had become the bottleneck
We were working on Turbo PVZ (a part of OZON marketplace infrastructure) — a logistics tool used by thousands of pickup points to handle shipments, returns, and orders. Like many fast-growing platforms, Turbo PVZ had a smart team — and a broken system. Designers moved fast. Product managers pushed features. But a copy? It lagged behind. Always.
So we did what any UX strategist should do: we mapped the actual workflow, involved every role, and applied process design to a design team. Here’s what happened.
Step 1: We interviewed the team — not the process docs
If you want to fix a system, don’t start with the diagram. Start with the people
We spoke to three key roles on the Turbo PVZ team:
  • A Product manager driving scope and business outcomes
  • A Product designer responsible for UI flows and interactions
  • A UX writer — the person caught in the middle
Each one described the process from their view. Together, it painted a picture of a team doing their best within a system that didn’t support them.

What we found: the “as-is” process was quietly killing velocity
The interviews confirmed what BPM literature defines as a low-maturity process: unclear handoffs, inconsistent inputs, late-stage approvals, and no shared definition of success.
The real problem wasn’t the writer — it was the system
From a UX systems leadership perspective, we weren’t just fixing delays — we were redesigning the collaborative interface between disciplines. The core issue wasn’t people; it was process structure.

Using the SIPOC model, we analyzed:
  • Suppliers: PMs and analysts who handed off inputs with varied depth and format
  • Inputs: Missing or unstructured — often requiring writers to chase clarity
  • Process: Highly linear, with UX copy trailing far behind design decisions
  • Outputs: Fragmented — UI kits were ready, but copy wasn’t; devs waited
  • Customers: Developers and end-users, both affected by the delays
In short, we had a working team executing against a non-working system.
What is SIPOC?
SIPOC is a high-level process mapping tool used in business process management to understand and visualize how a process works from end to end — before diving into the details.
Designing the “to-be” process: from flowchart to team flow
To redesign the system, we first asked: what would “good” look like? Not in theory, but for this exact team.
We facilitated collaborative sessions where all three roles visualized an improved workflow. We proposed new checkpoints and tools, then pressure-tested them against their actual capacity and constraints.

Guided by BPM CBOK principles, we focused on:
  • Eliminating sequential bottlenecks
  • Making knowledge reusable
  • Creating role clarity at each phase
Governance: because even great processes need maintenance
Even the best-designed process fails without operational reinforcement. So we complemented the redesign with BPM-informed governance mechanisms:
  • A shared briefing template, used by PMs and designers to reduce ambiguity
  • A centralized tone-of-voice and component copy library, to prevent repetitive work
  • Defined SLAs for content reviews, negotiated between legal, design, and UX writing
  • Scheduled triage and retrospective rituals, where all roles discuss blockers and iterate on the process itself
This moved us from a reactive cycle to a continuous improvement loop — a foundational BPM principle.
Results: What Changed
  • Reduced content review time by 30%, enabling faster handoffs to dev
  • Shortened total design-to-dev cycle through parallel content/design work
  • Increased designer autonomy through reusable content assets
  • Elevated the UX writer from a late-stage "decorator" to a co-architect of the user experience
What You Can Steal for Your Team
If you're working in a fast-moving product team — or leading UX at scale — here are a few lessons worth stealing:
  • Design debt is often a process problem. Messy screens and unclear copy usually mean your team isn't aligned. Fixing the workflow can fix the work.
  • Bring writers in early. If writers only join at the end, they’ll always be rushing. Involve them during discovery and design — not just during handoff.
  • Don’t rely on diagrams alone. Your team’s real process lives in the way they work day to day. Talk to them. Walk through how tasks actually get done.
  • Add just enough structure. Tools like SIPOC, SLAs, and RACI may sound heavy — but they can bring much-needed clarity. Use them to support, not slow down, your team.
  • Keep your process visible. Simple templates, shared glossaries, and regular check-ins go a long way. They help the team move together — not just fast.
Final Thought: Content Is the Product
Too often, organizations treat content like frosting on the cake — something added at the end. This mindset traps writers in late-stage approvals, siloed reviews, and reactive work.
Design debt isn’t only visual — it’s operational

But when you bring writers into the system early — when content is part of the design system, and process is part of the product — you don’t just ship faster. You scale smarter.