A Platform That Outgrew Its Users
Eduverse did a lot. That was the problem: every new client request had become another menu item, another dropdown, another exception.
Enterprise learning platforms serve two worlds at once. Administrators at several levels create organisations, courses and enrolments, while thousands of employees log in to learn. Eduverse had been designed by engineers and sales, so it exposed everything the system could do and explained almost none of it.
The cost was visible. Client companies were dissatisfied with the experience, data didn't sync between linked products, and IIHT had to deploy a 30-person team just to resolve client issues. Learners, meanwhile, faced 80-hour certifications with nothing to keep them going.
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roles sharing one interface, each with different powers
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people deployed by IIHT just to resolve client issues
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certifications learners faced as one long, unbroken climb
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weeks to redesign the whole system, end to end
Problem Statement
Eduverse gave five very different roles one cluttered interface and a permission model nobody could reason about, while asking learners to stay motivated through 80 hours of content. The redesign had to maximise clarity without removing a single capability that enterprises relied on.
Listening to Five Very Different Users
An enterprise LMS isn't one product. It's five, layered on top of each other, each with its own scope of control.
I started wide. Stakeholder interviews with IIHT's leadership, sales and support teams showed where clients complained and why. User interviews and contextual inquiry with administrators showed how they really worked around the system, and an analytics review showed where learners dropped off. A heuristic audit of every screen turned it all into a shared list of evidence.
Two things became clear. The roles were nested, each one a smaller window into the platform than the one above it, yet the interface treated them all the same. And the old admin system broke basic usability rules on almost every screen.
- 1Overwhelming number of menu items
- 2Inconsistent navigation
- 3No universal back button
- 4Long drop-downs
- 5No categorisation
- 6Poor hierarchy
- 7Lack of task clarity
- 8Poor UX copy
- 9Repetitive data and redundant features
- 10Outdated manual management
- 11No error prevention
Admins Were Lost
Long, uncategorised menus and drop-downs hid core tasks; there was no universal back button and no sense of where you were.
Access Was Tangled
Nobody could say with confidence who was allowed to do what, so admins escalated almost everything to the top.
Learners Had No Pull
Overwhelming dashboards and an 80-hour wall of content gave people every reason to stop and none to come back.
Clarity Without Losing Power
The tempting answer was to simplify by cutting features. In enterprise software that only moves the pain somewhere else.
I traced every symptom back to a cause. Glitching, overloaded screens, weak links between client products and data that wouldn't sync all pointed to the same few roots: an over-reliance on central administration, complex access control and outdated features nobody had retired.
Keep Every Capability, Reorganise Everything
- Decision
- Remove nothing enterprises depended on; instead regroup, rename and progressively disclose it.
- Trade-off
- Harder design work, and every capability still had to find a home in the new structure.
- Why
- Expert users need power and non-linear paths. Clarity had to come from structure, not subtraction.
One Shell, Five Roles
Every role sees the same recognisable product, shaped to its own scope.
Delegate, Don't Escalate
Push control to the level closest to the work, so the top admin stops being a bottleneck.
Disclose Progressively
Show what a task needs now; keep depth one step away, never removed.
Speak Plainly
Jargon-free labels and copy that tell people what will happen before it does.
Two Strategies, One Platform
Admins needed structure and safe control. Learners needed momentum. The redesign had to serve both without splitting the product in two.
For Admins: Structure
I rebuilt the information architecture around the jobs admins actually do. Card-sorting dozens of scattered features produced five clear areas, and a navigation that always shows where you are and how to get back. Manual processes that ate admins' days, from onboarding to enrolment, were redesigned to be automated or done in bulk.
For Admins: Access Control
Access control is where enterprise products quietly fail. I made permissions something you set once, visibly, at the moment a client organisation is onboarded, and that every role inherits from in a predictable way. A Master Admin decides what an organisation can do; the Org Admin, Managers and Course Authors work inside that boundary without asking upstairs.
Switch a capability off for the organisation and every role inherits it. Select a role to follow its column.
| Capability | Enabled for org | |||||
|---|---|---|---|---|---|---|
| Platform | ||||||
| Onboard organisations | Master only | |||||
| Set organisation permissions | Master only | |||||
| Organisation | ||||||
| Create roles | ||||||
| Bulk enrolment | ||||||
| User reports | ||||||
| Announcements | ||||||
| Content | ||||||
| Create & publish courses | ||||||
| Grading & assessment | ||||||
| Learning | ||||||
| Course certificates | ||||||
| Learn & track progress | ||||||
Delegate Access Instead of Centralising It
- Decision
- Move permissions from ad-hoc requests to the top admin into a visible, per-organisation model set at onboarding and inherited down the roles.
- Trade-off
- More up-front decisions during onboarding, and a model the whole team had to agree on.
- Why
- The central bottleneck was the root cause of most client issues. Delegation removed it without loosening control.
For Learners: Momentum
The learner side borrowed from the best habit-forming product we knew: Duolingo. Instead of one 80-hour certification, learning became a path of short courses, each a small win that counts toward something bigger. Streaks reward showing up, XP and badges make progress visible, and a leaderboard adds a little friendly pressure.
Break 80 Hours Into Wins
- Decision
- Split long certifications into short courses that chain into a learning path, and brand each one to spark curiosity.
- Trade-off
- More content to structure and name, and closer work with IIHT's marketing team.
- Why
- People don't quit because content is hard; they quit because the finish line is too far away to feel.
A Calm System for a Complex Product
Four hundred screens only feel like one product if they're built from one system.
We built on Material 3 for consistent, accessible foundations that developers already knew, then layered Eduverse's own identity on top. A shared component repository kept two designers and the engineering team in sync and made late changes cheap.
- Basics
- 2Content
- 3Settings
- 4Preview
The flows that mattered most got the most care. Onboarding a client organisation became a three-step guided setup ending in clear access toggles. Creating a course became a four-step builder with drafts and a preview. Learners got a short onboarding that asks about goals, topics and weekly time, so the platform could suggest the right path from day one.
- 1Organisation
- 2Admin
- 3Access
The result is one shell that every role recognises. The layout, the language and the tools stay the same; only the navigation and the data change with what each role is allowed to see and do. Sign in as each person below to see it.
Six Rounds to Ready
With limited UX maturity on the client side, every decision had to be shown, not argued.
The project had real hurdles: scope creep, thin product documentation, inconsistent feedback and key stakeholders who joined late. We answered them with structure. Every requirement and decision was documented, clients saw progress in short goal-oriented meetings, and for each key decision we prepared two stakeholder-ready options with the reasoning behind them.
Usability testing with admins and learners closed each round. People attempted real tasks on prototypes, from onboarding an organisation to finishing a lesson, and what they stumbled on shaped the next iteration. I presented the work directly to IIHT's leadership, design and marketing teams until the system was ready to hand over.
6+
iterations, each tested with real users
50+
user flows across all five roles
400+
screens designed and handed over
0
working days from kickoff to delivery
Eduverse, Redesigned
The delivered flows, structure and access model, redrawn with a 2026 finish: how I'd present Eduverse today.
Enterprise Doesn't Have to Feel Like Enterprise
The redesign proved that a complex LMS can be calm to run and delightful to learn in, without giving up any of its power.
+0%
learner engagement after the redesign
−0%
time admins spent on operations
Nov ’23
Employee of the Month at Neurealm, for leading this project
Delegated access control and bulk, automated workflows gave administrators their time back, while short, gamified learning paths gave learners a reason to return. The work earned me Employee of the Month at Neurealm, then GS Labs | GAVS, in November 2023.
A notable aspect of Prathamesh's work is his innovative approach to integrating AI into our design processes. Beyond his extraordinary professional skills, his sociable and friendly nature fosters a positive work environment. He is fun to work with and admired for his approachability and willingness to share his insights and expertise.
Ketakee GojeDesign Manager, NeurealmWhat I Learned
Clarity Comes From Structure
In enterprise products you rarely get to remove things. Grouping, naming and disclosure did more than cutting ever could.
Access Control Is a UX Problem
Permissions decide what people can do, what they see and how often they get stuck. They deserve design, not just configuration.
Motivation Is Designed
Shorter wins, visible progress and a little play kept learners coming back more than any amount of content.