social learning
Integrating social learning into a B2B LMS experience, driving +40% sales growth and +100% MAU.
2025 – 2026
<contribution>
Product design, ux/ui
<impact>
+40% Sales, 2.5× MAU
<tools>
Figma, Claude, Maze, Gemini, Glean
TL;DR
I led the end-to-end design of an LMS Community product, focusing on connecting social learning with the core learning journey. Based on 10+ customer interviews, product analytics, stakeholder workshops, and usability testing, I designed contextual conversation widgets, promoted learning content in the feed, and flexible admin controls.
Result: +40% sales growth and +100% MAU, making Community a more valuable part of enterprise learning experiences.
> outcome
Post-launch results reflected a 40% uplift in sales and +100% MAU growth, reflecting consistent user retention over time. Community product went from a disconnected add-on to a core part of the training experience, what customers actually wanted to buy into and renew.
SALES
GROWTH
MONTHLY ACTIVE
USERS INCREASE
"When working on features that required a deeper understanding of user behavior, Daria sought answers in data, going beyond assumptions and qualitative impressions to ground her design decisions in evidence. In my experience, this is rarer than it should be."
Giacomo Clemente
Director of Data Strategy at Docebo
> outcome
> context & problem
The platform is a leading B2B LMS serving thousands enterprise organizations to train employees at scale. Community existed as a standalone product, disconnected from the actual learning flow. Users had to leave training context, jump into Community, and then (hopefully) remember to come back.
Analytics showed low community engagement growth, with a small base of active customers and declining renewal rates. This caused:
Low discoverability of relevant peer knowledge
Reduced participation in cohort- or program-driven initiatives
Limited visibility of experts and slower response times
Repeated, unanswered questions (~1 answer per 3 questions)
Problem:
The platform lacked orchestration between learning and social interaction, limiting its ability to drive engagement and learning outcomes.
Business goals:
Increase community retention and renewal value by connecting community interactions with the learning flow
Drive engagement and MAU
Expand enterprise deals by unlocking more complex, higher-ACV use cases
Grow training content consumption to increase course enrolments and completion rates
Community existed as a standalone product, disconnected from the actual learning flow.
> my role & approach
Sole product designer for Community, owning end-to-end design from discovery through delivery.
Partnered with a PM to define strategy and requirements
Collaborated with engineers to navigate technical constraints
Facilitated cross-functional workshops
Conducted user research
Defined UX metrics
Contributed to new design system components, including accessibility review
Led design decisions across all features
Redirecting the strategy:
Early on, the team had a plan to redesign the legacy discussion widgets in the LMS while a separate Community product evolved in parallel – refining UX/UI on an area that overlapped with Community instead of connecting the two. I identified that this direction lacked validation, and pushed to reassess the strategy. I redirected the design toward a new hypothesis: embedding Community into learning flows and surfacing learning content in Community. The legacy widget was retired as a result.
> research
Product analytics flagged low growth in community engagement and renewal rates. To find out why, together with PM and UX Researcher I conducted 10+ customer interviews to gather feedback on current pain points and needs. I analyzed data in the Glean AI platform, which consolidated existing feedback and requests from internal company sources. Additionally, I ran a competitive analysis and mapped learner and admin journeys.
Together with PM and UX Researcher I conducted 10+ customer interviews to gather feedback on current pain points, needs, and feature requests. I analyzed data in the Glean AI platform, which consolidated existing feedback and requests from internal company sources. I also ran a competitive analysis and ran a JTBD exercise for Admin and Learner personas.
> insights
Context-switching killed participation.
Reaching Community took multiple steps and forced users to abandon their learning flow.
Training resources were fragmented across systems.
Materials and the conversations about them lived in separate systems.
Content felt noisy and uncurated
…increasing moderation effort and reducing perceived quality.
Questions in community lacked clear ownership
…leading to unanswered threads and missed learning opportunities.
The research revealed that the biggest challenge was not a lack of features, but the fragmentation between learning and social experiences, that failed to orchestrate users toward outcomes. Admins and learners perceived them as separate products, which created context switching and reduced engagement.
Based on the research findings, I formulated the main hypotheses:
If Community conversations are embedded directly into the learning experience, then learner participation rate (posts/comments per active learner per session) will increase.
If relevant training materials surfaced directly in the community feed, learners will discover and engage with more courses, leading to increased course enrolments and completions.
If experts receive questions directly from the community, the percentage of questions resolved will increase and time to resolution (TTR) will decrease.
If admins have more control over visibility and content configuration, then more enterprise customers will adopt Community for their use cases.
The fragmentation between learning and social experiences failed to orchestrate users toward outcomes.
> ux metrics
Before jumping into solutions, I wanted to understand how design would drive business impact. That meant aligning the team on what success actually looked like before any design decisions were made. I facilitated a workshop with the PM, Design Manager, and UX Researcher to define clear UX metrics. As a first step, I used Event Storming framework to map the user journey and identify critical "success moments" and friction points that could potentially block them.
I created a KPI tree that broke down a high-level business goal (the North Star metric) into clear, measurable business and design KPIs, and further into actionable UX metrics. Each UX metric was tied to a known user need or pain point, along with potential design solutions. I found this framework to be an effective tool to communicate with stakeholders and focus on design decisions that truly drive business impact.
> challenges
Design system transition
We were building new features while the company was transitioning to an updated design system. Every component existed in old and new versions, and not all new ones were finished.
Without a clear approach, the product risked turning into a fragmented, “Frankenstein” experience. To tackle this problem, I initiated a series of workshops with engineers and the PM to align on a shared strategy, and where components were missing for Community, I designed them, contributing directly to scaling the design system. Together, we defined a clear set of priorities and a shared plan, balancing speed with long-term scalability. This gave the team a consistent decision-making framework instead of ad hoc choices under pressure.
Accessibility
Some components for community lacked full accessibility coverage. I ran an accessibility review with our accessibility manager and engineers, surfaced the issues, and managed the fixes, balancing compliance needs against engineering effort and timeline.
Legacy constraints
Given timeline constraints and ownership boundaries, we also made a trade-off: some admin settings remained in a legacy panel we couldn’t fully rebuild. Integrating new settings into it introduced technical complexity which meant making some careful design compromises to keep things consistent. We focused on prioritizing learner experience and minimizing friction, setting up a clear migration path instead of compounding debt. This approach allowed us to ship on time while minimizing technical debt and avoiding a broken user experience.
> validation & iteration
I used Figma Make and AI tools to iterate quickly and prepare concepts to test and review during stakeholder and clients meetings.
Together with my team, I tested and validated our design proposals with key clients, receiving positive feedback and valuable insights that enabled us to further refine and polish our solutions, confirming we were addressing their needs. I also tested prototypes through unmoderated usability testing in Maze. Early testing revealed a real gap – admins wanted to be able to have private conversations inside training contexts without cluttering the main community feed.
Once the proposal was refined and validated, I moved on to creating high-fidelity mockups, translating our concepts into detailed, production-ready designs.
> solutions
Conversations inside the learning flow
I designed the widget to display only the Community Space linked to the current LMS page/course, configurable by admins in settings. This aligned with how learners actually used Community – seeking help right when they got stuck.
Why:
Reduce friction and context switching: the conversation lives “where it’s needed.”
Increase engagement by making the community part of the LMS experience.
Content heroes
I designed a promoted content system that surfaces training content as visual “hero” units at the top of the feed, with the option to collapse them when not needed. This enables admins to highlight content in space feeds to promote key learning materials.
Why:
Increase adoption of “core” content inside communities and increase course enrolment rates.
File attachments
Sharing training files was cumbersome – users relied on external tools or uploaded files separately. I extended the post composer to support file attachments, allowing users to upload files directly to their personal library or public LMS channels, making sharing and collaboration more seamless.
Why:
Make the community space an operational surface (not only conversational): “write and attach” in one seamless action.
Increase the perceived value of the feed in programs/cohorts, and prepare a consistent ecosystem.
Hidden spaces
I designed "hidden spaces" – spaces that don't appear on the Community homepage but are fully embedded and discoverable within LMS pages. This solved the admin need for "private conversations" without building a complex permissions system. I validated this with low-fidelity prototypes and tested it with key clients. Their feedback: "This is exactly what we needed for cohort-based programs and sensitive training topics"
Why:
Enable enterprise use cases where customers need private conversations (cohorts, programs, etc) that must not appear on the main Community page.
Reduce the risk of “context leakage” and confusion: conversations may exist, but should not be promoted to the entire community population.
Linking community spaces to channels
There was no structured workflow for LMS Experts to manage questions posted in the community. Since experts were assigned to specific LMS Channels, I designed admin settings to link community spaces to those channels, ensuring questions were routed to the right experts and they received notifications about questions relevant to their areas of expertise.
Why:
Route questions to the right experts automatically, reducing friction and improving knowledge sharing.
More content controls
Admins needed more content control – defining content types, and managing permissions.
I introduced flexible Space configuration options that let admins define content types allowed and publishing restrictions.
Why:
Enable more knowledge governance scenarios (controlled announcements, Q&A with restricted answering, limited commenting, etc.).
Reduce moderation workload and increase perceived quality.
> learnings
This project strengthened my ability to lead design decisions, own cross-functional activities, and navigate technical trade-offs with engineering. Continuous validation with key clients taught me to distinguish actionable feedback from noise and defend strategic choices while constraints required tough prioritization.
What I'd do differently:
Earlier involvement of engineering in the design decisions. I’d involve engineering earlier and define the design system strategy at kickoff, not mid-project. Early alignment would have given the team a clearer, more consistent direction.
Involve learners (not just admins) more in validation. Since I didn't have direct access to learners, most validation relied on admin feedback about learner behavior. I'd prioritize getting even limited direct access to learners when possible, since their feedback would have provided sharper insight and more confidence in the solution before launch.
▼ other cases
Built with ❤︎ in Framer + Claude
16:09:29
10/29/2026
social learning
Integrating social learning into a B2B LMS experience, driving +40% sales growth and +100% MAU.
2025 – 2026
<contribution>
Product design, ux/ui
<impact>
+40% Sales, 2.5× MAU
<tools>
Figma, Claude, Maze, Gemini, Glean
TL;DR
I led the end-to-end design of an LMS Community product, focusing on connecting social learning with the core learning journey. Based on 10+ customer interviews, product analytics, stakeholder workshops, and usability testing, I designed contextual conversation widgets, promoted learning content in the feed, and flexible admin controls.
Result: +40% sales growth and +100% MAU, making Community a more valuable part of enterprise learning experiences.
> outcome
Post-launch results reflected a 40% uplift in sales and +100% MAU growth, reflecting consistent user retention over time. Community product went from a disconnected add-on to a core part of the training experience, what customers actually wanted to buy into and renew.
SALES
GROWTH
MONTHLY ACTIVE
USERS INCREASE
"When working on features that required a deeper understanding of user behavior, Daria sought answers in data, going beyond assumptions and qualitative impressions to ground her design decisions in evidence. In my experience, this is rarer than it should be."
Giacomo Clemente
Director of Data Strategy at Docebo
> outcome
> context & problem
The platform is a leading B2B LMS serving thousands enterprise organizations to train employees at scale. Community existed as a standalone product, disconnected from the actual learning flow. Users had to leave training context, jump into Community, and then (hopefully) remember to come back.
Analytics showed low community engagement growth, with a small base of active customers and declining renewal rates. This caused:
Low discoverability of relevant peer knowledge
Reduced participation in cohort- or program-driven initiatives
Limited visibility of experts and slower response times
Repeated, unanswered questions (~1 answer per 3 questions)
Problem:
The platform lacked orchestration between learning and social interaction, limiting its ability to drive engagement and learning outcomes.
Business goals:
Increase community retention and renewal value by connecting community interactions with the learning flow
Drive engagement and MAU
Expand enterprise deals by unlocking more complex, higher-ACV use cases
Grow training content consumption to increase course enrolments and completion rates
Community existed as a standalone product, disconnected from the actual learning flow.
> my role & approach
Sole product designer for Community, owning end-to-end design from discovery through delivery.
Partnered with a PM to define strategy and requirements
Collaborated with engineers to navigate technical constraints
Facilitated cross-functional workshops
Conducted user research
Defined UX metrics
Contributed to new design system components, including accessibility review
Led design decisions across all features
Redirecting the strategy:
Early on, the team had a plan to redesign the legacy discussion widgets in the LMS while a separate Community product evolved in parallel – refining UX/UI on an area that overlapped with Community instead of connecting the two. I identified that this direction lacked validation, and pushed to reassess the strategy. I redirected the design toward a new hypothesis: embedding Community into learning flows and surfacing learning content in Community. The legacy widget was retired as a result.
> research
Product analytics flagged low growth in community engagement and renewal rates. To find out why, together with PM and UX Researcher I conducted 10+ customer interviews to gather feedback on current pain points and needs. I analyzed data in the Glean AI platform, which consolidated existing feedback and requests from internal company sources. Additionally, I ran a competitive analysis and mapped learner and admin journeys.
Together with PM and UX Researcher I conducted 10+ customer interviews to gather feedback on current pain points, needs, and feature requests. I analyzed data in the Glean AI platform, which consolidated existing feedback and requests from internal company sources. I also ran a competitive analysis and ran a JTBD exercise for Admin and Learner personas.
> insights
Context-switching killed participation.
Reaching Community took multiple steps and forced users to abandon their learning flow.
Training resources were fragmented across systems.
Materials and the conversations about them lived in separate systems.
Content felt noisy and uncurated
…increasing moderation effort and reducing perceived quality.
Questions in community lacked clear ownership
…leading to unanswered threads and missed learning opportunities.
The research revealed that the biggest challenge was not a lack of features, but the fragmentation between learning and social experiences, that failed to orchestrate users toward outcomes. Admins and learners perceived them as separate products, which created context switching and reduced engagement.
Based on the research findings, I formulated the main hypotheses:
If Community conversations are embedded directly into the learning experience, then learner participation rate (posts/comments per active learner per session) will increase.
If relevant training materials surfaced directly in the community feed, learners will discover and engage with more courses, leading to increased course enrolments and completions.
If experts receive questions directly from the community, the percentage of questions resolved will increase and time to resolution (TTR) will decrease.
If admins have more control over visibility and content configuration, then more enterprise customers will adopt Community for their use cases.
The fragmentation between learning and social experiences failed to orchestrate users toward outcomes.
> ux metrics
Before jumping into solutions, I wanted to understand how design would drive business impact. That meant aligning the team on what success actually looked like before any design decisions were made. I facilitated a workshop with the PM, Design Manager, and UX Researcher to define clear UX metrics. As a first step, I used Event Storming framework to map the user journey and identify critical "success moments" and friction points that could potentially block them.
I created a KPI tree that broke down a high-level business goal (the North Star metric) into clear, measurable business and design KPIs, and further into actionable UX metrics. Each UX metric was tied to a known user need or pain point, along with potential design solutions. I found this framework to be an effective tool to communicate with stakeholders and focus on design decisions that truly drive business impact.
> challenges
Design system transition
We were building new features while the company was transitioning to an updated design system. Every component existed in old and new versions, and not all new ones were finished.
Without a clear approach, the product risked turning into a fragmented, “Frankenstein” experience. To tackle this problem, I initiated a series of workshops with engineers and the PM to align on a shared strategy, and where components were missing for Community, I designed them, contributing directly to scaling the design system. Together, we defined a clear set of priorities and a shared plan, balancing speed with long-term scalability. This gave the team a consistent decision-making framework instead of ad hoc choices under pressure.
Accessibility
Some components for community lacked full accessibility coverage. I ran an accessibility review with our accessibility manager and engineers, surfaced the issues, and managed the fixes, balancing compliance needs against engineering effort and timeline.
Legacy constraints
Given timeline constraints and ownership boundaries, we also made a trade-off: some admin settings remained in a legacy panel we couldn’t fully rebuild. Integrating new settings into it introduced technical complexity which meant making some careful design compromises to keep things consistent. We focused on prioritizing learner experience and minimizing friction, setting up a clear migration path instead of compounding debt. This approach allowed us to ship on time while minimizing technical debt and avoiding a broken user experience.
> validation & iteration
I used Figma Make and AI tools to iterate quickly and prepare concepts to test and review during stakeholder and clients meetings.
Together with my team, I tested and validated our design proposals with key clients, receiving positive feedback and valuable insights that enabled us to further refine and polish our solutions, confirming we were addressing their needs. I also tested prototypes through unmoderated usability testing in Maze. Early testing revealed a real gap – admins wanted to be able to have private conversations inside training contexts without cluttering the main community feed.
Once the proposal was refined and validated, I moved on to creating high-fidelity mockups, translating our concepts into detailed, production-ready designs.
> solutions
Conversations inside the learning flow
I designed the widget to display only the Community Space linked to the current LMS page/course, configurable by admins in settings. This aligned with how learners actually used Community – seeking help right when they got stuck.
Why:
Reduce friction and context switching: the conversation lives “where it’s needed.”
Increase engagement by making the community part of the LMS experience.
Content heroes
I designed a promoted content system that surfaces training content as visual “hero” units at the top of the feed, with the option to collapse them when not needed. This enables admins to highlight content in space feeds to promote key learning materials.
Why:
Increase adoption of “core” content inside communities and increase course enrolment rates.
File attachments
Sharing training files was cumbersome – users relied on external tools or uploaded files separately. I extended the post composer to support file attachments, allowing users to upload files directly to their personal library or public LMS channels, making sharing and collaboration more seamless.
Why:
Make the community space an operational surface (not only conversational): “write and attach” in one seamless action.
Increase the perceived value of the feed in programs/cohorts, and prepare a consistent ecosystem.
Hidden spaces
I designed "hidden spaces" – spaces that don't appear on the Community homepage but are fully embedded and discoverable within LMS pages. This solved the admin need for "private conversations" without building a complex permissions system. I validated this with low-fidelity prototypes and tested it with key clients. Their feedback: "This is exactly what we needed for cohort-based programs and sensitive training topics"
Why:
Enable enterprise use cases where customers need private conversations (cohorts, programs, etc) that must not appear on the main Community page.
Reduce the risk of “context leakage” and confusion: conversations may exist, but should not be promoted to the entire community population.
Linking community spaces to channels
There was no structured workflow for LMS Experts to manage questions posted in the community. Since experts were assigned to specific LMS Channels, I designed admin settings to link community spaces to those channels, ensuring questions were routed to the right experts and they received notifications about questions relevant to their areas of expertise.
Why:
Route questions to the right experts automatically, reducing friction and improving knowledge sharing.
More content controls
Admins needed more content control – defining content types, and managing permissions.
I introduced flexible Space configuration options that let admins define content types allowed and publishing restrictions.
Why:
Enable more knowledge governance scenarios (controlled announcements, Q&A with restricted answering, limited commenting, etc.).
Reduce moderation workload and increase perceived quality.
> learnings
This project strengthened my ability to lead design decisions, own cross-functional activities, and navigate technical trade-offs with engineering. Continuous validation with key clients taught me to distinguish actionable feedback from noise and defend strategic choices while constraints required tough prioritization.
What I'd do differently:
Earlier involvement of engineering in the design decisions. I’d involve engineering earlier and define the design system strategy at kickoff, not mid-project. Early alignment would have given the team a clearer, more consistent direction.
Involve learners (not just admins) more in validation. Since I didn't have direct access to learners, most validation relied on admin feedback about learner behavior. I'd prioritize getting even limited direct access to learners when possible, since their feedback would have provided sharper insight and more confidence in the solution before launch.
▼ other cases
Built with ❤︎ in Framer + Claude
16:09:29
10/29/2026
social learning
Integrating social learning into a B2B LMS experience, driving +40% sales growth and +100% MAU.
2025 – 2026
<contribution>
Product design, ux/ui
<impact>
+40% Sales, 2.5× MAU
<tools>
Figma, Claude, Maze, Gemini, Glean
TL;DR
I led the end-to-end design of an LMS Community product, focusing on connecting social learning with the core learning journey. Based on 10+ customer interviews, product analytics, stakeholder workshops, and usability testing, I designed contextual conversation widgets, promoted learning content in the feed, and flexible admin controls.
Result: +40% sales growth and +100% MAU, making Community a more valuable part of enterprise learning experiences.
> outcome
Post-launch results reflected a 40% uplift in sales and +100% MAU growth, reflecting consistent user retention over time. Community product went from a disconnected add-on to a core part of the training experience, what customers actually wanted to buy into and renew.
SALES
GROWTH
MONTHLY ACTIVE
USERS INCREASE
"When working on features that required a deeper understanding of user behavior, Daria sought answers in data, going beyond assumptions and qualitative impressions to ground her design decisions in evidence. In my experience, this is rarer than it should be."
Giacomo Clemente
Director of Data Strategy at Docebo
> outcome
> context & problem
The platform is a leading B2B LMS serving thousands enterprise organizations to train employees at scale. Community existed as a standalone product, disconnected from the actual learning flow. Users had to leave training context, jump into Community, and then (hopefully) remember to come back.
Analytics showed low community engagement growth, with a small base of active customers and declining renewal rates. This caused:
Low discoverability of relevant peer knowledge
Reduced participation in cohort- or program-driven initiatives
Limited visibility of experts and slower response times
Repeated, unanswered questions (~1 answer per 3 questions)
Problem:
The platform lacked orchestration between learning and social interaction, limiting its ability to drive engagement and learning outcomes.
Business goals:
Increase community retention and renewal value by connecting community interactions with the learning flow
Drive engagement and MAU
Expand enterprise deals by unlocking more complex, higher-ACV use cases
Grow training content consumption to increase course enrolments and completion rates
Community existed as a standalone product, disconnected from the actual learning flow.
> my role & approach
Sole product designer for Community, owning end-to-end design from discovery through delivery.
Partnered with a PM to define strategy and requirements
Collaborated with engineers to navigate technical constraints
Facilitated cross-functional workshops
Conducted user research
Defined UX metrics
Contributed to new design system components, including accessibility review
Led design decisions across all features
Redirecting the strategy:
Early on, the team had a plan to redesign the legacy discussion widgets in the LMS while a separate Community product evolved in parallel – refining UX/UI on an area that overlapped with Community instead of connecting the two. I identified that this direction lacked validation, and pushed to reassess the strategy. I redirected the design toward a new hypothesis: embedding Community into learning flows and surfacing learning content in Community. The legacy widget was retired as a result.
> research
Product analytics flagged low growth in community engagement and renewal rates. To find out why, together with PM and UX Researcher I conducted 10+ customer interviews to gather feedback on current pain points and needs. I analyzed data in the Glean AI platform, which consolidated existing feedback and requests from internal company sources. Additionally, I ran a competitive analysis and mapped learner and admin journeys.
Together with PM and UX Researcher I conducted 10+ customer interviews to gather feedback on current pain points, needs, and feature requests. I analyzed data in the Glean AI platform, which consolidated existing feedback and requests from internal company sources. I also ran a competitive analysis and ran a JTBD exercise for Admin and Learner personas.
> insights
Context-switching killed participation.
Reaching Community took multiple steps and forced users to abandon their learning flow.
Training resources were fragmented across systems.
Materials and the conversations about them lived in separate systems.
Content felt noisy and uncurated
…increasing moderation effort and reducing perceived quality.
Questions in community lacked clear ownership
…leading to unanswered threads and missed learning opportunities.
The research revealed that the biggest challenge was not a lack of features, but the fragmentation between learning and social experiences, that failed to orchestrate users toward outcomes. Admins and learners perceived them as separate products, which created context switching and reduced engagement.
Based on the research findings, I formulated the main hypotheses:
If Community conversations are embedded directly into the learning experience, then learner participation rate (posts/comments per active learner per session) will increase.
If relevant training materials surfaced directly in the community feed, learners will discover and engage with more courses, leading to increased course enrolments and completions.
If experts receive questions directly from the community, the percentage of questions resolved will increase and time to resolution (TTR) will decrease.
If admins have more control over visibility and content configuration, then more enterprise customers will adopt Community for their use cases.
The fragmentation between learning and social experiences failed to orchestrate users toward outcomes.
> ux metrics
Before jumping into solutions, I wanted to understand how design would drive business impact. That meant aligning the team on what success actually looked like before any design decisions were made. I facilitated a workshop with the PM, Design Manager, and UX Researcher to define clear UX metrics. As a first step, I used Event Storming framework to map the user journey and identify critical "success moments" and friction points that could potentially block them.
I created a KPI tree that broke down a high-level business goal (the North Star metric) into clear, measurable business and design KPIs, and further into actionable UX metrics. Each UX metric was tied to a known user need or pain point, along with potential design solutions. I found this framework to be an effective tool to communicate with stakeholders and focus on design decisions that truly drive business impact.
> challenges
Design system transition
We were building new features while the company was transitioning to an updated design system. Every component existed in old and new versions, and not all new ones were finished.
Without a clear approach, the product risked turning into a fragmented, “Frankenstein” experience. To tackle this problem, I initiated a series of workshops with engineers and the PM to align on a shared strategy, and where components were missing for Community, I designed them, contributing directly to scaling the design system. Together, we defined a clear set of priorities and a shared plan, balancing speed with long-term scalability. This gave the team a consistent decision-making framework instead of ad hoc choices under pressure.
Accessibility
Some components for community lacked full accessibility coverage. I ran an accessibility review with our accessibility manager and engineers, surfaced the issues, and managed the fixes, balancing compliance needs against engineering effort and timeline.
Legacy constraints
Given timeline constraints and ownership boundaries, we also made a trade-off: some admin settings remained in a legacy panel we couldn’t fully rebuild. Integrating new settings into it introduced technical complexity which meant making some careful design compromises to keep things consistent. We focused on prioritizing learner experience and minimizing friction, setting up a clear migration path instead of compounding debt. This approach allowed us to ship on time while minimizing technical debt and avoiding a broken user experience.
> validation & iteration
I used Figma Make and AI tools to iterate quickly and prepare concepts to test and review during stakeholder and clients meetings.
Together with my team, I tested and validated our design proposals with key clients, receiving positive feedback and valuable insights that enabled us to further refine and polish our solutions, confirming we were addressing their needs. I also tested prototypes through unmoderated usability testing in Maze. Early testing revealed a real gap – admins wanted to be able to have private conversations inside training contexts without cluttering the main community feed.
Once the proposal was refined and validated, I moved on to creating high-fidelity mockups, translating our concepts into detailed, production-ready designs.
> solutions
Conversations inside the learning flow
I designed the widget to display only the Community Space linked to the current LMS page/course, configurable by admins in settings. This aligned with how learners actually used Community – seeking help right when they got stuck.
Why:
Reduce friction and context switching: the conversation lives “where it’s needed.”
Increase engagement by making the community part of the LMS experience.
Content heroes
I designed a promoted content system that surfaces training content as visual “hero” units at the top of the feed, with the option to collapse them when not needed. This enables admins to highlight content in space feeds to promote key learning materials.
Why:
Increase adoption of “core” content inside communities and increase course enrolment rates.
File attachments
Sharing training files was cumbersome – users relied on external tools or uploaded files separately. I extended the post composer to support file attachments, allowing users to upload files directly to their personal library or public LMS channels, making sharing and collaboration more seamless.
Why:
Make the community space an operational surface (not only conversational): “write and attach” in one seamless action.
Increase the perceived value of the feed in programs/cohorts, and prepare a consistent ecosystem.
Hidden spaces
I designed "hidden spaces" – spaces that don't appear on the Community homepage but are fully embedded and discoverable within LMS pages. This solved the admin need for "private conversations" without building a complex permissions system. I validated this with low-fidelity prototypes and tested it with key clients. Their feedback: "This is exactly what we needed for cohort-based programs and sensitive training topics"
Why:
Enable enterprise use cases where customers need private conversations (cohorts, programs, etc) that must not appear on the main Community page.
Reduce the risk of “context leakage” and confusion: conversations may exist, but should not be promoted to the entire community population.
Linking community spaces to channels
There was no structured workflow for LMS Experts to manage questions posted in the community. Since experts were assigned to specific LMS Channels, I designed admin settings to link community spaces to those channels, ensuring questions were routed to the right experts and they received notifications about questions relevant to their areas of expertise.
Why:
Route questions to the right experts automatically, reducing friction and improving knowledge sharing.
More content controls
Admins needed more content control – defining content types, and managing permissions.
I introduced flexible Space configuration options that let admins define content types allowed and publishing restrictions.
Why:
Enable more knowledge governance scenarios (controlled announcements, Q&A with restricted answering, limited commenting, etc.).
Reduce moderation workload and increase perceived quality.
> learnings
This project strengthened my ability to lead design decisions, own cross-functional activities, and navigate technical trade-offs with engineering. Continuous validation with key clients taught me to distinguish actionable feedback from noise and defend strategic choices while constraints required tough prioritization.
What I'd do differently:
Earlier involvement of engineering in the design decisions. I’d involve engineering earlier and define the design system strategy at kickoff, not mid-project. Early alignment would have given the team a clearer, more consistent direction.
Involve learners (not just admins) more in validation. Since I didn't have direct access to learners, most validation relied on admin feedback about learner behavior. I'd prioritize getting even limited direct access to learners when possible, since their feedback would have provided sharper insight and more confidence in the solution before launch.
▼ other cases
Built with ❤︎ in Framer + Claude
16:09:29
10/29/2026
social learning
Integrating social learning into a B2B LMS experience, driving +40% sales growth and +100% MAU.
2025 – 2026
<contribution>
Product design, ux/ui
<impact>
+40% Sales, 2.5× MAU
<tools>
Figma, Claude, Maze, Gemini, Glean
TL;DR
I led the end-to-end design of an LMS Community product, focusing on connecting social learning with the core learning journey. Based on 10+ customer interviews, product analytics, stakeholder workshops, and usability testing, I designed contextual conversation widgets, promoted learning content in the feed, and flexible admin controls.
Result: +40% sales growth and +100% MAU, making Community a more valuable part of enterprise learning experiences.
> outcome
Post-launch results reflected a 40% uplift in sales and +100% MAU growth, reflecting consistent user retention over time. Community product went from a disconnected add-on to a core part of the training experience, what customers actually wanted to buy into and renew.
SALES
GROWTH
MONTHLY ACTIVE
USERS INCREASE
"When working on features that required a deeper understanding of user behavior, Daria sought answers in data, going beyond assumptions and qualitative impressions to ground her design decisions in evidence. In my experience, this is rarer than it should be."
Giacomo Clemente
Director of Data Strategy at Docebo
> outcome
> context & problem
The platform is a leading B2B LMS serving thousands enterprise organizations to train employees at scale. Community existed as a standalone product, disconnected from the actual learning flow. Users had to leave training context, jump into Community, and then (hopefully) remember to come back.
Analytics showed low community engagement growth, with a small base of active customers and declining renewal rates. This caused:
Low discoverability of relevant peer knowledge
Reduced participation in cohort- or program-driven initiatives
Limited visibility of experts and slower response times
Repeated, unanswered questions (~1 answer per 3 questions)
Problem:
The platform lacked orchestration between learning and social interaction, limiting its ability to drive engagement and learning outcomes.
Business goals:
Increase community retention and renewal value by connecting community interactions with the learning flow
Drive engagement and MAU
Expand enterprise deals by unlocking more complex, higher-ACV use cases
Grow training content consumption to increase course enrolments and completion rates
Community existed as a standalone product, disconnected from the actual learning flow.
> my role & approach
Sole product designer for Community, owning end-to-end design from discovery through delivery.
Partnered with a PM to define strategy and requirements
Collaborated with engineers to navigate technical constraints
Facilitated cross-functional workshops
Conducted user research
Defined UX metrics
Contributed to new design system components, including accessibility review
Led design decisions across all features
Redirecting the strategy:
Early on, the team had a plan to redesign the legacy discussion widgets in the LMS while a separate Community product evolved in parallel – refining UX/UI on an area that overlapped with Community instead of connecting the two. I identified that this direction lacked validation, and pushed to reassess the strategy. I redirected the design toward a new hypothesis: embedding Community into learning flows and surfacing learning content in Community. The legacy widget was retired as a result.
> research
Because the real issue wasn’t missing features but low discoverability and fragmented experience, I needed to understand how admins and learners perceived and navigated between community and LMS, and where that experience broke down.
Together with PM and UX Researcher I conducted 10+ customer interviews to gather feedback on current pain points, needs, and feature requests. I analyzed data in the Glean AI platform, which consolidated existing feedback and requests from internal company sources. I also ran a competitive analysis and ran a JTBD exercise for Admin and Learner personas.
> insights
Context-switching killed participation.
Reaching Community took multiple steps and forced users to abandon their learning flow.
Training resources were fragmented across systems.
Materials and the conversations about them lived in separate systems.
Content felt noisy and uncurated
…increasing moderation effort and reducing perceived quality.
Questions in community lacked clear ownership
…leading to unanswered threads and missed learning opportunities.
The research revealed that the biggest challenge was not a lack of features, but the fragmentation between learning and social experiences, that failed to orchestrate users toward outcomes. Admins and learners perceived them as separate products, which created context switching and reduced engagement.
Because the real issue wasn’t missing features but low discoverability and fragmented experience, I needed to understand how admins and learners perceived and navigated between community and LMS, and where that experience broke down.
The fragmentation between learning and social experiences failed to orchestrate users toward outcomes.
> ux metrics
Before jumping into solutions, I wanted to understand how design would drive business impact. That meant aligning the team on what success actually looked like before any design decisions were made. I facilitated a workshop with the PM, Design Manager, and UX Researcher to define clear UX metrics. As a first step, I used Event Storming framework to map the user journey and identify critical "success moments" and friction points that could potentially block them.
I created a KPI tree that broke down a high-level business goal (the North Star metric) into clear, measurable business and design KPIs, and further into actionable UX metrics. Each UX metric was tied to a known user need or pain point, along with potential design solutions. I found this framework to be an effective tool to communicate with stakeholders and focus on design decisions that truly drive business impact.
> challenges
Design system transition
We were building new features while the company was transitioning to an updated design system. Every component existed in old and new versions, and not all new ones were finished.
Without a clear approach, the product risked turning into a fragmented, “Frankenstein” experience. To tackle this problem, I initiated a series of workshops with engineers and the PM to align on a shared strategy, and where components were missing for Community, I designed them, contributing directly to scaling the design system. Together, we defined a clear set of priorities and a shared plan, balancing speed with long-term scalability. This gave the team a consistent decision-making framework instead of ad hoc choices under pressure.
Accessibility
Some components for community lacked full accessibility coverage. I ran an accessibility review with our accessibility manager and engineers, surfaced the issues, and managed the fixes, balancing compliance needs against engineering effort and timeline.
Legacy constraints
Given timeline constraints and ownership boundaries, we also made a trade-off: some admin settings remained in a legacy panel we couldn’t fully rebuild. Integrating new settings into it introduced technical complexity which meant making some careful design compromises to keep things consistent. We focused on prioritizing learner experience and minimizing friction, setting up a clear migration path instead of compounding debt. This approach allowed us to ship on time while minimizing technical debt and avoiding a broken user experience.
> validation & iteration
I used Figma Make and AI tools to iterate quickly and prepare concepts to test and review during stakeholder and clients meetings.
Together with my team, I tested and validated our design proposals with key clients, receiving positive feedback and valuable insights that enabled us to further refine and polish our solutions, confirming we were addressing their needs. I also tested prototypes through unmoderated usability testing in Maze. Early testing revealed a real gap – admins wanted to be able to have private conversations inside training contexts without cluttering the main community feed.
Once the proposal was refined and validated, I moved on to creating high-fidelity mockups, translating our concepts into detailed, production-ready designs.
> solutions
Conversations inside the learning flow
I designed the widget to display only the Community Space linked to the current LMS page/course, configurable by admins in settings. This aligned with how learners actually used Community – seeking help right when they got stuck.
Why:
Reduce friction and context switching: the conversation lives “where it’s needed.”
Increase engagement by making the community part of the LMS experience.
Content heroes
I designed a promoted content system that surfaces training content as visual “hero” units at the top of the feed, with the option to collapse them when not needed. This enables admins to highlight content in space feeds to promote key learning materials.
Why:
Increase adoption of “core” content inside communities and increase course enrolment rates.
File attachments
Sharing training files was cumbersome – users relied on external tools or uploaded files separately. I extended the post composer to support file attachments, allowing users to upload files directly to their personal library or public LMS channels, making sharing and collaboration more seamless.
Why:
Make the community space an operational surface (not only conversational): “write and attach” in one seamless action.
Increase the perceived value of the feed in programs/cohorts, and prepare a consistent ecosystem.
Hidden spaces
I designed "hidden spaces" – spaces that don't appear on the Community homepage but are fully embedded and discoverable within LMS pages. This solved the admin need for "private conversations" without building a complex permissions system. I validated this with low-fidelity prototypes and tested it with key clients. Their feedback: "This is exactly what we needed for cohort-based programs and sensitive training topics"
Why:
Enable enterprise use cases where customers need private conversations (cohorts, programs, etc) that must not appear on the main Community page.
Reduce the risk of “context leakage” and confusion: conversations may exist, but should not be promoted to the entire community population.
Linking community spaces to channels
There was no structured workflow for LMS Experts to manage questions posted in the community. Since experts were assigned to specific LMS Channels, I designed admin settings to link community spaces to those channels, ensuring questions were routed to the right experts and they received notifications about questions relevant to their areas of expertise.
Why:
Route questions to the right experts automatically, reducing friction and improving knowledge sharing.
More content controls
Admins needed more content control – defining content types, and managing permissions.
I introduced flexible Space configuration options that let admins define content types allowed and publishing restrictions.
Why:
Enable more knowledge governance scenarios (controlled announcements, Q&A with restricted answering, limited commenting, etc.).
Reduce moderation workload and increase perceived quality.
> learnings
This project strengthened my ability to lead design decisions, own cross-functional activities, and navigate technical trade-offs with engineering. Continuous validation with key clients taught me to distinguish actionable feedback from noise and defend strategic choices while constraints required tough prioritization.
What I'd do differently:
Earlier involvement of engineering in the design decisions. I’d involve engineering earlier and define the design system strategy at kickoff, not mid-project. Early alignment would have given the team a clearer, more consistent direction.
Involve learners (not just admins) more in validation. Since I didn't have direct access to learners, most validation relied on admin feedback about learner behavior. I'd prioritize getting even limited direct access to learners when possible, since their feedback would have provided sharper insight and more confidence in the solution before launch.
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Built with ❤︎ in Framer + Claude
16:09:29
10/29/2026