Problem:
As a member of the cross-functional leadership team at Bond, I realized that the sales team was spending a disproportionate amount of time and cost onboarding SMB customers. These customers represented one of the highest lifetime value segments for Bond and often made repeat purchases. They shared their frustrated feedback with the slow and manual existing process and would often drop off before completing their order through an account executive.
I hypothesized we could better serve these customers by redesigning our product suite to include features for this valuable and underserved audience.
Approach:
I prepared multiple presentations (example above), leveraging current data and customer feedback to persuade marketing, sales, and C-suite leadership in the new direction for the product portfolio and initially encountered resistance at making such a substantial change.
I led the product team to conduct user interviews, where we quickly confirmed the hypothesis and demand for this redesign. We used this knowledge to build clickable prototypes with InVision, which we then tested with potential first customers to understand and inform what features were necessary at launch.
Armed with a substantiated hypothesis, and the learnings from multiple customer interviews and user tests, I was able to get stakeholder buy-in to move forward with the redesign. I put together the product requirements documentation (available below) and go-to-market plan. These assets were our guiding light and were shared broadly across the company to make sure all teams moved in the same direction.
Outcome:
We shipped the minimum viable redesign of the web and iOS mobile applications in >3 months. The new feature set added $1+ million in top-line revenue, a 433 percent jump YoY (Report from Stripe below).
Additionally, the sales team was also able to shift focus to Enterprise deals, increasing their average deal size from $4,000 to $10,000+ over the same period.
