I led a UX team of one designer and one researcher to create a new product, bring it to market, stabilize execution cadence, and support the transition to scale. We partnered with underwriters, business leaders, behavioral scientists, engineers, marketers, and client to conceptualize, research, design, test, file with States, build, test again, and market the product. The experiment ran for 20 months. After the product went to market, I was assigned to lead a CX team of three agents. The goal was to enhance the self-served channel with a human-support.
Seven teams were involved in creating the product, along with three back-end systems with several integrations such as payment gateway, KYC, and credit checkpoint. We built and introduced a new product to the market; we also served a client who owns the brand. 2/3 of the team was remote. User onboarding experience for a life insurance application is lengthy. Questions are dried and can be intimidating. Answering the questions honestly and correctly is a determining factor for underwriting.
UX and CX Director
Concept and pitch
We facilitated discovery workshops with the internal business team and client. A hi-fi prototype was created thereafter to communicate a vision and align expectations.
To understand the following information in order to build out a complete set of persona:
- Goals, challenges, and concerns toward retirement planning and end of life planning
- Any experience and relevant knowledge in life insurance
- Attitudes and expected behavior toward the product.
The focus was on user interactions, onboarding best practices, and design principals. We successfully led the team to centralize the experience on the users and not technology. The technology was architected and integrated based on how the end-user interacts with the system and customer support.
Design and Prototype
At this stage, we conducted a usability study to ensure we get the design right. We also benchmarked the experience using SUS score.
A high-level map showcases customer journey touchpoints and sales funnel. This is another mapping effort that I led to align UX, CX, Marketing teams, and the client.
I initiated an optimization and testing cadence with the Technology and Marketing team. The goal is to continue fine-tuning the experience with real users and increase conversions. I use product features roadmap to prioritize release items. We got into a 2-month test-build-learn cycle. Any feedback from users was rolled into the roadmap for designer and developer to execute.
On-going CX and Conversion Optimization
To convert applicants, a UX Researcher on my team ran a behavioral user study using a regression testing method with 90 participants. We proved a design choice where a minor change in UI can influence the user's decision-making process. Also, we collected over 4,000 screen recordings data showing user behaviors and interactions with the live experience.
- Pollinate UX practice across teams from client, business to marketing
- Influence over 50 people who involved in different phases of the product creation
- Reach a customer conversion rate of 40% in one of our best selling months
- Educate, inspire and show teams to live and breath Design Thinking, Co-creation, and Lean UX