Entagile: Four months learning a staffing business, and a site design built on what its buyers trust.

The first assignment was a question: what does a staffing firm have to show before people believe it?

My title was Product Design Intern, but Victor Wang, Entagile's founder, hired me for the user research I was studying as a graduate student in human factors psychology. He wanted the firm to read as a serious, professional operation, so the work started with research rather than a design brief.

Staffing is a category buyers approach warily. Many firms describe themselves in the same interchangeable language, so claims alone don't earn much trust. Entagile had substance, including engagements with Freddie Mac, Fannie Mae and Capital One and universities such as Johns Hopkins and the University of Maryland, but little of it was visible on the website.

The internship had two parts. First, I learned the business from the inside: sitting with the people who made placements, then interviewing the two audiences the firm serves. Second, I turned what I learned into a design for a five-page site (homepage, services, careers, blog and contact), which I later built in Framer.

Interviews showed that companies and candidates needed different evidence before trusting the firm.

I reviewed staffing and consulting sites, then ran 6+ interviews across both audiences, asking people what made them trust or discount a firm they were seeing for the first time.

Tone didn't persuade anyone. Specific information did: the firms placed with, the markets actually covered, real people attached to the work, and signs of ongoing expertise. Vague superlatives made interviewees more skeptical, not less.

The second finding was structural. Companies asked who do you work with? Candidates asked what's in it for me? Both were credibility questions, but each audience accepted different proof.

I presented both findings to stakeholders as the case for a dual-audience structure: one shared hero, two clear paths, each backed by its own evidence. As an intern, that was the first time I had to defend a structure using what the firm's own audiences said rather than my preference.

A shared homepage with a separate path for companies and candidates.

The proposed homepage opens with a shared value proposition, Build better workforce with our talents, then splits into "Reach the talents" for companies and "Launch my career" for candidates. A partner logo bar in the first scroll answers the company question directly.

Below that, service tracks and specialization areas give each audience a concrete next step, and a paired values section, Commitment to Clients alongside Commitment to Talents, repeats the two-path structure. The page ends with the blog, the firm's differentiators and a footer call to action.

I built interactive Figma prototypes for every page, including five career sub-flows, and designed responsive layouts at four breakpoints. I targeted WCAG 2.1 AA, the latest published WCAG version at the time, addressing contrast, legibility and navigation.

I learned Framer on my own time, then asked to build the design myself.

The build wasn't originally my job. A developer on the team was implementing my Figma designs, and we worked through the usual handoff: asset packages, breakpoint specs and back-and-forth on details that didn't translate.

At the time, Framer was emerging as a serious site-building tool. I spent evenings and weekends learning enough of it to be credible, then proposed to Victor that I build the design myself, explaining why I thought it would get closer to the design with less translation. He agreed. Learning the tool was the easier part; learning how to ask for more scope within a team was the more useful one.

In Framer, I configured a CMS with two collections, Job Postings and Blogs, using structured fields for title, slug, categories, date and summary. The capture below shows six job-posting items and seven blog items in the staging site.

The live site's engagement improved; the full Framer redesign stayed on staging.

Adding information and improving the live site's information architecture increased organic click-through rates by 9% and average time on page by 46%, compared with the live site before those changes.

Separately, I delivered the Framer redesign to staging, and Victor decided not to adopt it on entagile.com for two reasons. Entagile's audiences, mostly senior executives and students, responded better to a clean, professional site than to a visually complex one. He also didn't want the live site to reveal that much detail about how the business worked, since competitors could copy it.

Research gives a junior designer a way to argue

I was the most junior person in the room, proposing to restructure the company's website. The conversation worked because the structure came from interviews with the firm's own audiences, and from months spent learning how the business actually worked.

Expanding scope is a team conversation

This was my first US work experience. Taking on the build worked because I proposed it as a workflow change the founder could evaluate, with the developer's handoff context in mind, rather than simply taking it over.

The Figma design and the Framer staging site.

The Framer staging site shows the design on desktop and mobile, with the CMS structure. The design work behind it, from wireframes to final screens prepared for developer handoff, is in the Figma design file.