From idea to implementation - digital onboarding leasing platform

mLeasing is one of the leading leasing providers in Poland. When legal restrictions on remote contract signing were lifted, the company sought a digital solution for signing agreements.

 

What began as a simple project soon proved far more complex. Within the first month, it became clear that mLeasing’s needs extended beyond digital signatures. The work evolved into an over 2 year process of digitising and improving the company’s onboarding, offer, application, and document-signing processes.

about mLeasing

summary

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  • 20+ stakeholders
  • 2+ years 
  • very complex process assesment
  • 350+ hours of client workshops
  • overlooking the implementation
  • conducting user testing
  • design according to WCAG
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I was involved in this project from the very beginning, leading the entire process and serving as the project manager for most of its duration.

Initially worked mostly independently, with occasional support from junior designers.

I was responsible for mainly for:

  • Conducting user workshops
  • Designing the end-to-end process
  • UX and UI design
  • User testing
  • Overseeing implementation (front-end and back-end) — managing every aspect except coding.

 

This project is a source of great pride for me. We have established an incredible dynamic with the client’s team, embracing a truly agile approach.

my role - lead designer & PM

phase 5 - where are we now? 

data source

The platform launched at the end of 2024, enabling users to choose an offer and submit a leasing application fully online.

 

Next, we moved on to developing remote contract signing. I led this phase until August 2025, leaving the project with only a few minor changes still to be completed.

 

This project became a significant contributor to mLeasing’s increased revenue — as reported, the company exceeded 2 billion PLN in the second quarter of 2025.

phase 4 - development and continuos design 

In the next phase, we went through many design iterations as new facts, regulations, and obstacles appeared. At one point, we discovered that over 10 additional forms had been missed during planning. After negotiations, we reduced this number to four, and they’re not required for every client.

 

Development had to start right away to meet the already delayed launch deadline. The frontend was developed by mServices, while the client handled the backend. Because I had a full overview of the process, I stayed involved in sprint planning, testing, and ongoing design adjustments. Each sprint began with me reviewing Figma materials to ensure everything was clear. Any necessary changes had to be prepared and approved—ideally on the same day.

 

Alongside regular testing, I also initiated an accessibility audit. We still have a few unresolved frontend issues, but progress is ongoing. For example, we found that our design system is missing a “read-only” state for forms, which we now need to introduce

phase 3 - designing, testing and iterating

The process revealed numerous branches and variables:

  • actors: different types of users with varying tasks.
  • company type: variations based on the type of company the user represents.
  • digital signing: different methods of digital signing chosen by the user.
  • loan amount: the amount of money the client wishes to borrow.

 

These factors significantly complicated the process. We decided to focus on the largest user group for testing.

 

We conducted in-person usability tests for both desktop and mobile versions of the project. Applying for leasing is complex, even with the assistance of a personal advisor and accountant. For users navigating the process alone, it proved even more challenging. While our testers were able to complete all tasks, they encountered difficulties, particularly with understanding certain aspects and terminology.

phase 2 - long debriefing

We agreed to meet in person, setting up four-hour workshops each week. My initial goal was to ensure mutual understanding and align our views on the business process. This led to the creation of a comprehensive diagram—our debrief. 

 

At the time, the project team consisted of myself and one junior designer. I led the meetings with a multidisciplinary team of nine mLeasing professionals.

We divided the process into four stages and examined each one in detail, which provided a solid foundation for the project. This approach ensured that we had addressed most of the critical questions and developed a cohesive team.

details

The client approached us with what seemed to be a well-thought-out process, aiming to translate it into a simple online platform.

 

However, as I began analysing their materials, I encountered numerous questions and identified several inaccuracies. Further discussions led to a one-month suspension of the project, giving the client time to clarify their objectives.

 

When the client returned with revised materials, including the Request Form Information and a business process scheme, we resumed the project with a renewed perspective.

phase 1 - false-start is not always bad

How important it is to have client on your side and create a team of experts who play along.

what I’ve learned

Managing a big process where 3 stages happen at once: designing the process, UI design and development, with my big involvement in all of them.

the biggest challenge

all projects

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