Portfolio of Work
Product Management can be difficult to measure. By nature the role is collaborative, and I often find the outcomes are tied to other teams' performance, making the best measures of success interdependent metrics like conversion rate and NPS (Net Promoter Score).
The same holds true when creating a Product Management portfolio. While an increase in user clicks to a button are easy to quantify, showing the collaboration and effort behind the decision to redesign a page is more subtle.
My portfolio showcases my strengths in:
Agile process management
UX research and application to design
Effective collaboration and stakeholder management
Leadership and decision-making
Reducing Return Rate
Problem
The customer experience team reached out and informed me the #1 reason for mattress returns was that the product was either “too firm” or “too soft”, a metric that is highly subjective. Updating product descriptions was not an option due to legal constraints.
Action
* Partnered with 3rd party review vendor to implement an out-of-the box “fit” rating.
* Since the content was user-generated, no legal review was required.
Result
Returns dropped by 30% within 3 months of launch.
Navigation Optimization
Problem
With a growing portfolio of home good products, the site merchandising team wanted a way to Increase product discoverability on the website.
Action
* Implemented search in top navigation bar.
* Analyzed search results and discovered #1 search term (“Pillows”) was an existing product in site.
* Added pillows to navigation under “Bedding” category.
Result
Pillows decreased from 0.40% of searches to 0.18% within one week.
Launching a Loyalty Program
Problem
The marketing retention team needed to launch a new Loyalty program by a specified date to increase customer retention. With an existing program in place, this involved an integration with our backend systems, a database migration, and new customer journey flows, including email marketing.
Action
* Led UX process and created development roadmap using customer journeys to define minimum viable product.
* Gained consensus from internal stakeholders on major milestones and go/no-go criteria.
* Communicated build plan and requirements to off-site development team.
* Represented technology team in vendor conversations.
* Tested experience and resolved bugs before launch.
Result
Initial launch in February 2018 with splash page and early registration. Full launch on schedule in March 2018 with backend and customer-facing integration and no site outage or negative customer feedback.
A study in internal UX process design
Problem
Completing customer orders for graphic design services was an un-scalable process, resulting in long turnaround times. Additionally, since few Customer Service team members - the main sales channel - were able to correctly identify which service a customer would need during the initial intake, a second outbound contact was often required to relay information to the customer and collect payment.
Action
I analyzed Net Promoter surveys and order history going back 2 years to identify customer pain points and trends in service requests. Following Pareto's Law, 80% of orders were completed within 1 hour, while 20% of orders took more than 2 hours, yet the longer orders could unexpectedly tie up a graphic design resource for more than half a day. Unexpected delays in order fulfillment was the biggest cause for negative customer feedback.
The problem was solved in three ways:
* I collapsed 7 different design services into three buckets with umbrella pricing for each.
* I had the design team create easy-to-read sales materials and conduct training sessions with Customer Service.
* Graphic designers were cross trained to create redundancy.
Result
Cost-per-service decreased by 30% Y/Y, primarily due to less administrative time spent communicating with Customer Service and increased first-touch order completion.
Overall revenue also increased, as Customer Service utilized training materials to close sales during the initial customer contact.