A couple of GCP's major pain points include a lower-than-expected conversion rate and suboptimal product adoption levels.
This project presented a unique set of challenges due to GCP’s complexity and maturity. Many of my design solutions involved platform-level changes requiring cross-functional stakeholder alignment.
To ensure success, I adopted a data-driven design approach—drawing on qualitative insights from user research and quantitative metrics from A/B testing with real in-product traffic.
* The Blueprint is blured out due to sensitive marketing & sales data.
I collaborated with the research team to develop a blueprint mapping the end-to-end customer journey—from initial awareness to loyalty or churn. This blueprint helped us uncover key opportunities across the platform, ultimately driving the launch of several high-impact projects that now generate over $20 million in annual revenue.
Thought about collaboration and design sprints for a couple of secondsI organized collaborative work sessions and design sprints with key stakeholders to identify and define cross-platform opportunities.
During collaborative work sessions with stakeholders, I discovered that GCP had no established method to collect the data needed for effective customer segmentation. Recognizing the significant opportunity segmentation could provide, I aligned stakeholders across the organization and led the development of a solution. This initiative successfully enabled customer segmentation and drove over $15 million in annual revenue.
After 4 questions to collect data for customer segmentation
Working with a data analyst to monitor drop rates and usage frequency across flows and pages gave me a clear view of each flow's performance. This allowed us to quickly identify where users were dropping off and focus on specific areas.
For example, a low adoption rate of our second product indicated that users weren’t exploring products from the landing page. After interviewing users and analyzing CTA click rates, we discovered that users missed the main product menu. By adding a callout UI for new users, we solved the issue, resulting in an annual revenue increase of over $12 million.
GCP Getting Started experience
Support experience was the second most common complaint from GCP users. While gathering user insights by connecting with various teams, we discovered an AI support bot that had already been built but was deprioritized due to a past re-org. We teamed up with the original team, repurposed the bot, and proposed it as a solution to improve the support experience. Ultimately, we successfully launched the feature.
The support team lacked a dedicated design team and was split into three groups, each with different vendors managing specific support topics. To improve and unify the support experience, I collaborated with stakeholders through design sprints to create a new left navigation menu that consolidated all support types. A/B testing showed positive results, with a 10% increase in user satisfaction.
