Stas Leontev

Enter is a Berlin-based company specializing in energy-efficient home renovations, leveraging Big Data to streamline workflows and empower clients to access government subsidies. With a mission to simplify renovation processes and promote sustainability, Enter embarked on a digital pivot to create a SaaS platform that integrated user portals, scout applications, and a B2B marketplace.

As Lead Product Designer, I joined Enter during the formation of its digital team, which aimed to transform the company’s services into a digital-first ecosystem. My responsibilities included leading the design department, establishing scalable workflows, conducting user research, and ensuring smooth collaboration between design and other teams such as product, marketing, and development.



Handover and Design Systemization

One of the first challenges I addressed at Enter was building scalable design processes from scratch. Using Figma as the primary tool, I created a comprehensive design system that included reusable components, visual guidelines, and consistent frameworks for UI and UX. This system became a foundation for all digital products, ensuring efficiency and cohesion across multiple teams.

To further streamline workflows, I introduced Agile methodologies and implemented a user-centric design culture. By embedding OKRs and KPIs into our workflows, the team aligned its efforts with measurable business objectives. I focused on ensuring effective communication between the design department and other teams, bridging gaps and enabling seamless execution of cross-team projects.



User-Centric Design Culture

A key element of my work at Enter was introducing and embedding a user-centric design culture into the company. This approach ensured that all product decisions were guided by real user needs, supported by thorough research and data analysis.

To achieve this, I established a robust research framework that combined multiple methodologies, including:
- User interviews to gather qualitative insights directly from clients and scouts.
- Surveys via tools like Google Forms to collect broader quantitative data.
- Competitor benchmarking to analyze market trends and identify opportunities.
- Open-source analysis, leveraging published studies on data analytics and service design for inspiration and best practices.
- Insight collection and prioritization, turning raw feedback into actionable design goals.

These research methods allowed us to form detailed user personas, identify pain points, and uncover hidden opportunities. Insights were then translated into feature lists, user flows, and prioritized backlogs. By consistently integrating research findings into design decisions, we shifted the company’s focus from stakeholder-driven assumptions to user-validated solutions, laying the groundwork for products that genuinely met client and business needs.



Client Experience

Improving the client experience was central to my role. My team focused on creating an intuitive onboarding process, starting from the homepage and guiding users through registration, data submission, and access to the client portal. A key feature of this journey was the data calculator, which allowed clients to input over 120 property-specific data points to estimate subsidies and plan renovations.

To ensure usability and effectiveness, I relied on tools like UserTesting.com and Google Forms to collect feedback from real users. This iterative approach not only reduced bounce rates by 35% but also boosted conversion rates by 20% and improved overall retention by 15%. These results were critical in demonstrating the value of a data-driven approach to design.



Scout Experience

Another significant area of focus was the scout portal, which needed to transition from outdated, paper-based workflows to a modern digital system. Initially designed as a tool for data collection, the portal evolved into a comprehensive platform that also addressed scout onboarding and training needs.

Through user interviews and research, my team identified gaps in client and scout expectations, leading to the introduction of training modules and resources directly within the portal. These changes reduced data submission times by 40% and significantly improved client satisfaction, as reflected in a 10-point increase in NPS scores.



Marketplace and Financial Integration

The Marketplace represented a major strategic shift for Enter, serving as a platform that connected users, service providers, and financial partners. A standout feature of this platform was the Zero-EUR Concept, which enabled clients to finance renovations with no upfront costs, repaying through energy savings over time.

I was deeply involved in the Marketplace’s design, from stakeholder interviews and competitive analysis to rapid prototyping and feature prioritization. This three-tier system was not only user-friendly but also accelerated adoption rates by 25%, creating a seamless ecosystem for all stakeholders involved.



Domain-Based Workflows

As Enter grew, we implemented a domain-based system inspired by Spotify’s model, dividing the client journey into four distinct domains: onboarding, data calculation, post-contract analytics, and Marketplace. This structure clarified responsibilities across teams and improved internal workflows.

My primary focus was on the first two domains, where I ensured a smooth user flow from initial registration to detailed data calculation. At the same time, I supervised design efforts across all domains, enabling my team to deliver cohesive experiences while maintaining alignment with the company’s strategic goals.


Marketing and Visual Identity
In addition to product design, I played a key role in reshaping Enter’s visual identity following a company name change. As art director, I oversaw the development of new branding elements and ensured their integration across all marketing channels, including presentations, digital assets, and social media platforms like Instagram.

The complexity of this rebranding effort lay in balancing stakeholder expectations while maintaining focus on product development. Despite time constraints, we successfully delivered a cohesive brand presence that resonated with both clients and partners.



Results and Impact

My work at Enter led to measurable improvements across multiple areas:

- Bounce rates were reduced by 35%, while conversion rates increased by 20%.
- Retention improved by 15%, and NPS scores rose by 10 points.
- Scout workflows became 40% faster, enhancing overall efficiency.
- Marketplace adoption rates grew by 25%, driving engagement among users and partners.

Beyond metrics, the introduction of a user-centric design culture and the implementation of scalable workflows created a strong foundation for Enter’s continued success. My contributions focused on leading the design department, aligning its efforts with company-wide goals, and ensuring effective collaboration across teams.



Learning and Findings

Working at Enter provided valuable insights into designing for complex, multi-stakeholder ecosystems. One of the key lessons was the importance of aligning design decisions with business goals while maintaining a focus on user needs. Embedding user-centric practices and prioritizing data-driven approaches allowed us to create solutions that were both impactful and scalable.

I also learned the significance of fostering clear communication between teams. By introducing structured workflows and research methodologies, we reduced inefficiencies and created a more cohesive working environment. Finally, the iterative nature of our work reinforced the value of rapid prototyping and constant feedback, which allowed us to adapt quickly to changing requirements and deliver meaningful results.