Tate
Tozer

Web Acquisition

Upside's web property had long been neglected, and with a rebrand on the horizon it was time to tackle this big project. What started as a redesign, quickly became an opportunity to establish a new acquisition channel to boost growth for the consumer app.

Role

Product Design Lead

Project overview, a new track of work was created to pursue adding an acquisition channel.

Problems

• The website was managed by a Decentralized Autonomous Organization or DAO. The DAO had 13 stakeholders responsible for different portions of the website. The website suffered from no central vision, content strategy, or design.
• I had to learn each stakeholders intents and goals for their section, and decide how to priortize.

Solutions

• Creative Briefs — Developed a set of questions to establish a structure for interviews. Each team was asked to share notes on problems, goals, metrics, and audience.
• Stakeholder Interviews— Sat down to meet each stakeholder, talk through the briefs they submitted, roles and responsibility, and feature requests

Results

• The input from the briefs and interviews were used to build out personas to inform IA and content strategy.
• Reached alignment with the Stakeholder group, and a ranked list of initiatives for Leadership to weigh in on.
• Established Personas and Competitive Set documentation to raise the level of discourse within the team, and served as input for the Design phase.

Studying the competition, looking for clues on how to convert

Auditing pages and components of the old GetUpside website, groundwork for retrofiting a desing system

Redlining complex UI behavior for front-end team

Problems

• Initial research suggested organization, content strategy and intent model of the existing site was poorly designed. Consumers landed on the Merchant Sign Up form, poor SEO made it difficult for Partners + Investors to find us, and prospective candidates could not learn about opportunities.
• Traffic analysis suggested that the majority of traffic came from Consumers looking for a way to sign up for the app. This discovery was in conflict with what the stakeholder group wanted, an update of content, design and features.

Solutions

• I initially filtered out the conflicting data, and used the remainder to inform a Card Sorting exercise and IA rework.
• I lobbied my leadership to pursue discussion of capturing the organic traffic, and funneling it to the consumer app. We tested an MVP page banner with a bespoke promo code to track sign ups from the website, and presented findings to the Executive Team.

Results

• The Executive and Product team jumped on the opportunity, the test was driving 150K clicks a month to download the app, at a 60% conversion rate.
• Customer Acquisition Cost for this channel was $7, compared to our $22 average.
• We unlocked a new way for Growth Marketing to deploy capital.

Vast majority of visits to the website bounced in ~40 seconds, search traffic was looking for a sign up code

Flow of captured web traffic, to sign up, to app store, and finally auto sign in to the Consumer app

Problem

• The new track of feature work posed a risk to the redesign timeline. Without compromising the deadline, how could we accommodate both swimlanes to meet our target?.

Solutions

• With help, I renegotiated the process and resources to deliver both projects. The new plan meant handing off a design system for a third party to implement a Content Management System. This empowered the Stakeholders to manage their content, and freed me up

Results

• Stakeholders could manage their own content, and add features without Eng or Design.
• Design guidelines helped Marketing and Brand teams.

Documenting guidelines and behaviors for the Content and Brand teams to follow