Key discoverability improvements see increase in user activation by 8% over 3 month period.
Using qualitative feedback and quantiative measurements to identify and solve problems.
*Lead product designer
*Jan 2024 - Mar 2024
Successful mortgage broking tool only half delivering core value proposition to customers.
Quickli is a tool recognised by mortgage brokers as an incredible time saver when calculating loan caluclations. This is important to brokers as quicker servicing means more time spent on leads, which means more revenue potential.
“What used to take me 8 hours I can now do in 30 minutes with Quickli.”
Mark, Lendi
Quickli’s core sales proposition involves:
Efficiently inputting client financial information;
Identifying which lender will deliver the best deal; then
Exporting the completed lender calculator for lodgement.
However qualitative feedback from customers and quantitative analytics pointed to customers not using alot of platform features, most significantly, the export feature.
Context
If customers cannot discover current features, new features will not be discovered.
Feedback from Customer Success
Problem
Conversation between Quickli PM and a mortgage broker at the Better Business Summit.
105 companies included
252+ feedback items .
Top 40 companies by revenue (71 feedback items).
All companies with tenure >13 months (17 feedback items).
Data, dashboards, and redefining reporting at SCW.
Through surveys and customer interviews we identified the key user group as Company Admins, whose goal was check boxing and internal benchmarking. This fundamentally shifted the understanding of reporting at SCW to a binary of “completed” or “not completed”. This mindset would consequently resolve the data discrepancy issues.
The PM and I combined this new understanding with quantitative analysis of customer feedback in Productboard to roadmap the MVP and future deliverables.
We then held design workshops and SME interviews with internal stakeholders from customer success to c-suite executives, to define 3 key goals the reporting project should achieve:
A central repository with a single database - customers must have easy access to data in a single location.
Accurate data analysis - customers can interpret the data easily and use it to inform their internal decisions.
Future proofed user experience - current at risk customers must renew and new customers must not churn.
Process
From scattered and flawed, to consolidated and accurate
After rigorous user interviews, usability testing, and iteration, we released a high fidelity MVP of the engagement report to our 600+ customers.
The outcome was an easy to access, single location to find all Engagement reports. Future releases would see other types of metrics added (e.g. skill growth, ROI, etc.).
A user could search for specific activities, teams, or dates, and see who had completed or not completed their assigned content.
Solution
Quickly search for relevant content.
A simple selection choice of content, team, and time, provided users powerful control over the data, enabling them to quickly search for specific activities.
This enabled them to identify courses with low completion rates, pinpointing developers still to finish those activities.
Check boxing simplified
The ability to locate individual developers, identifying all completed and not completed content was seen as extremely valuable, saving incredible amounts of time.
Company admins reported being able to complete a single activity that had previously taken them a week within 30 minutes.
Generate reports for every activity.
Providing users with a simple, consistent interface pattern creates familiarity, empowering them to explore the data as they feel confident in their abilities. This consequently encouraged secondary stakeholders such as executives to interact with the feature, enabling a new level of asynchronous reporting.
Selecting an engagement report type.
Selecting a specific activity to report.
Our customers responded positively to the MVP as it was saving them tremendous amounts of time. They also reported feeling excited and engaged with the process as they could see upcoming content releases.
The executive team was delighted as all at risk customers renewed their SCW license, which was calculated at $10m ARR.
Additional phases of this project have continued to be released on schedule.