OneSquare
A multi-area digital platform (Territorial, Business, Social and Learning Squares) unified into one coherent experience, with a gamification layer driving participation.
Every company has at least one active user. Schools (high schools and universities) roll out in the next release. Released Jan 2026 with 3 areas; the other 5 followed over the next months.
Designed for: Corporate, Startup, Students, HR managers
The problem
- Each stream had its own separate platform
- Same client companies, scattered across tools
- Information lost between platforms
- Many supplier contracts instead of one
The problem
The ELIS ecosystem was fragmented. Every stream ran on its own separate platform, even though the client companies were often the same, so information kept getting lost moving from one platform to another. It also meant juggling many contracts with different service providers instead of one. OneSquare had to unify all of it into a single, coherent environment.
My role & process
- Decided the flows and the interactions
- Gamification design
- Customer journey and touchpoints
- Visual design by our external partner
My role & process
I decided the flows and the interactions, designed the gamification, and mapped the full customer journey and touchpoints. The visual design was done by our external partner. I worked alongside the internal platform team (four of us), an external team of developers and designers supporting our decisions, the internal teams of each area being migrated (aligning their different needs and visions), and the external companies who would use the platform’s features.
Key decisions
- Differentiated homepages per user type (Corporate, Startup, students, HR)
- Company engagement via gamification and interactive content
- Self-service actions to lighten the internal team
Key decisions
Differentiated homepages per user type. Corporates, startups, students and HR managers all land on OneSquare with different goals and needs, so each gets a tailored entry point. Company engagement through gamification and interactive content. Companies needed to get familiar with the platform and take actions on their own, lightening the internal team’s workload and making the environment engaging and intuitive.
Outcome
- Client areas migrated successfully
- One supplier instead of many contracts
- Traffic up and steady
- Users called it “intuitive” in workshops
Outcome
The migration landed. Client areas moved successfully onto the new platform, and the tangle of separate supplier contracts became a single one. Traffic has grown and stayed steady since launch, innovation needs are now handled directly in the platform, and in our workshops users described the new experience as “intuitive”.
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This project is under NDA. Beyond the public homepage, I can’t show screens or share detailed figures. What follows is how I worked and what I decided.
The problem
Every ELIS programme ran on its own platform, even though the client companies were often the same. Information got lost between tools, and each platform meant a separate supplier contract. OneSquare had to bring everything into one place.
My role
I decided the flows and the interactions: how each type of user enters the platform, what they can do on their own, and how they move between areas. The visual design was done by our external partner. I worked in a platform team of four, with the partner’s developers and designers, the internal teams of each area being migrated, and the client companies.
How I approached it
OneSquare started as a pilot. We launched with two priority groups, corporate innovation managers and startups, and designed their experience first. Bringing in the other areas was always the goal, but it depended on how the first weeks went.
Once the early results confirmed the direction, I ran workshops with users from the other groups to understand what they needed to reach the same level as the first two. We held at least one workshop per group, plus one internal session with all ELIS areas.
Key decisions
- A different homepage for each user type. Corporates, startups, students and HR managers each arrive with a different goal, so each gets their own entry point.
- Self-service actions. Companies can act on their own, and the internal team handles fewer requests.
- A gamification layer. It helps companies get familiar with the platform. The system is described below.
The gamification system
I wrote the gamification design document for the platform on my own. The goal was to make collaboration visible and rewarding without turning it into a race. Almost all of it is now live.
- Points record, they don’t drive. Points help people keep track of the positive things they’ve done. They’re not meant to become the reason to do them.
- Two separate tracks. One measures the impact of collaborations, mapped to the Sustainable Development Goals. The other measures how well someone knows the platform, and stays private to the user.
- Collaboration is rewarded in its own right. A dedicated score celebrates working together, whatever the size of the project. It doesn’t feed any leaderboard.
- Leaderboards that don’t punish. There is no single ranking that compares companies with individuals. Each leaderboard is split by role and shows only the top 10. Anyone outside it sees their own score, not their position.
- Fair across sizes. Level thresholds are scaled so a large company and a single user face a comparable effort to reach the same level.
- Missions that appear when they’re relevant. Mission packs unlock at the right moment: at first login for onboarding, when someone first contributes to a goal, when they join an initiative, or when they reach a new level.
- A mastery bar that grows with the product. When a new feature ships, the bar can drop below 100%, showing there’s something new to learn.
- Reputation built on facts. After a successful collaboration, the parties can connect their profiles and exchange public, structured feedback.
Outcome
- Released in January 2026 with 3 areas. 5 more followed.
- 300+ companies onboarded, each with at least one active user.
- One supplier instead of many.
- Usage is higher than on the old platforms.
- In workshops, users described the experience as “intuitive”.
