Our initial focus was getting the experiment out and launching a cash advance product. Once we had a user base, we could shift our focus to improving the product.
The product worked but it wasn't very inspiring or clear.
Our initial focus was getting the experiment out and launching a cash advance product. Once we had a user base, we could shift our focus to improving the product.
The product worked but it wasn't very inspiring or clear.
Our initial focus was getting the experiment out and launching a cash advance product. Once we had a user base, we could shift our focus to improving the product.
The product worked but it wasn't very inspiring or clear.
Building an all-in-one super app.
With a core product in place, the business pivoted to focus on retention. By talking to customers, we found the problems that stood in our way was our customer's lack of understanding around how the product works and how different Super.com products relate to each other.
Super.com is broken out into a number of pods or Mission Aligned Teams (MATs). My team was focused on Money Movement - getting a cash advance, spending money on the Super Card and building credit. We had 1 Product Manager, 1 Design Lead (me) and 1 Engineering lead.
• Month-over-month retention
• Customer satisfaction
• Repayment rates
As a Senior Product Designer I translated our travel-focused brand guidelines and design system to new Fintech experiences. I was responsible for leading stakeholders through design reviews and verifying our assumptions with usability testing, surveys or customer interviews.
Ongoing for 18+ months but this case study focuses on about 2 months of work.
• Wireframes and final screen UI from Figma
• Usability Test assets
• Customer Journey Maps and Flow Diagrams
Our initial focus was getting the experiment out and launching a cash advance product. Once we had a user base, we could shift our focus to improving the product.
The product worked but it wasn't very inspiring or clear.
We had a dedicated User Research team (which I joined later). Consistent feedback we heard was "I don't understand how these products fit together or how the cash advance works".
Our customer service teams categorized calls, chat messages and FAQ views. This gave us a way to quantify the feedback we were hearing in our interviews and usability tests.
I started mapping the data, flows and customer journey so we could understand how the customer experiences the entire product.
Up to this point, each team was focused on small experiments for their individual products. Work started overlapping and it was difficult for anyone to understand what was actually live at any point in time.
With the journeys in mind, I built a new concept for educating customers. This included pre-signup and post-signup.
I partnered with our UX Research team to evaluate the concepts, iterate and test again to validate our changes.
I would have loved to build the entire concept but that was larger than our usual scope. Instead we used these educational concepts and usability tests as a North Star for smaller, iterative and informed updates.
We quickly saw our call volumes reduce week-over-week. It took a few months to see retention and repayment rates to improve but those ticked up as well.
Eventually, we experimented into the entire concept and continued to see improvements while we offered a more polished version of our product.
With a few weeks left in the year and no major research initiatives, I pitched a new kind of test. The research team and I ran a Wizard of Oz test based on the learnings from our usability tests and emerging conversations about the use of AI in our products.
A new way to manage policies, money and claims
Build credit and catch up on bills without a credit check