My Role

Flexing between Thirty Madison brands to help Product Design Lead finish other projects in the pipeline.

The Problem

The current state of Keeps renewal process gave friction to reoccurring customers which led to an increase in customer service calls. The process was outdated and required a uplift with all the new features Keeps was introducing.

Goals

• To reach technical parity from a legacy tech stack that was prone to bugs and a relatively poor user experience.

• Optimize the flow to reduce the steps and necessary screens.

• Reduce friction to support the conversion goal of sub renewals.

Stakeholders

• Product Design Lead - Oversight on design process + design direction

• Engineering - Implementation

• Product - Product requirements

• Copy - Supportive role

There was a lot going on in the pipeline…

There are three brands within the Thirty Madison bubble, I was mainly focused on Cove but since joining we were short on Product Designers and I would flex between brands. Product Design Lead had asked for some help to bring some designs to the finish line while he can focus on other tasks at hand.

Created a checklist to take everything to the finish line

There were a few requirements to make sure that these designs were 100% complete. That being said, designs had to reflect different points in the funnel accurately for engineering to understand the behavior. Since I was diving in Keeps for the first time to lend a helping hand to my fellow Product Design Lead, I made sure to triple check the brand guidelines as well as all the wants and needs for the renewal process to have a MVP.

Getting scrappy…

The current placeholder photos Keeps is using is out of date and doesn’t fully tell you visually what pictures have to be taken when going in for a renewal. As a startup I have always had to be scrappy, taking pictures of my own head to make sure we can visually represent the three photos that need to be taken to show the progress of our Keeps customers was one of them.

Outcomes

• Consultation start had an increase of 15% over the legacy implementation. This means that 15% more people started the flow compared to the legacy version.

• The rate of completion of the flow was stable across new & legacy experiences.

• Led to 5% lift in conversions overall.

• Updated design & technical implementation allows for future iterations in a less brittle environment.