October 2022 - May 2023
October 2022 - May 2023
October 2022 - May 2023
Designing a new, globally standardised digital onboarding experience for new Xero partners.
Designing a new, globally standardised digital onboarding experience for new Xero partners.
Designing a new, globally standardised digital onboarding experience for new Xero partners.
Key skills used:
Research
Product strategy
Interaction design
UX/UI design
Wire-framing & Prototyping
Facilitation
Stakeholder management
Key skills used:
Research
Product strategy
Interaction design
UX/UI design
Wire-framing & Prototyping
Facilitation
Stakeholder management
Key skills used:
Research
Product strategy
Interaction design
UX/UI design
Wire-framing & Prototyping
Facilitation
Stakeholder management
Problem
Xero’s partner sales model is disjointed, time-consuming and non personal meaning Xero can’t effectively scale at pace.
Objective
Unify our digital and human experiences; so that our partners are clear about how their relationship with Xero can benefit them.
My role
As the sole designer, my role involved guiding, collaborating and challenging the team + wider stakeholders to champion the customer experience in order to craft the best solution.
Problem
Xero’s partner sales model is disjointed, time-consuming and non personal meaning Xero can’t effectively scale at pace.
Objective
Unify our digital and human experiences; so that our partners are clear about how their relationship with Xero can benefit them.
My role
As the sole designer, my role involved guiding, collaborating and challenging the team + wider stakeholders to champion the customer experience in order to craft the best solution.
Problem
Xero’s partner sales model is disjointed, time-consuming and non personal meaning Xero can’t effectively scale at pace.
Objective
Unify our digital and human experiences; so that our partners are clear about how their relationship with Xero can benefit them.
My role
As the sole designer, my role involved guiding, collaborating and challenging the team + wider stakeholders to champion the customer experience in order to craft the best solution.
The outcome ✨
signed agreement 1000% faster
The average time to sign the partner agreement went from 11 days to less then 5 minutes
9.5/10 experience rating
Customers gave this rating citing ease and speed of sign up process
2 million in cost savings
This is the estimated customer acquisition cost savings over 2 years due to creating process efficiencies
The outcome ✨
signed agreement 1000% faster
The average time to sign the partner agreement went from 11 days to less then 5 minutes
9.5/10 experience rating
Customers gave this rating citing ease and speed of sign up process
2 million in cost savings
This is the estimated customer acquisition cost savings over 2 years due to creating process efficiencies
The outcome ✨
signed agreement 1000% faster
The average time to sign the partner agreement went from 11 days to less then 5 minutes
9.5/10 experience rating
Customers gave this rating citing ease and speed of sign up process
2 million in cost savings
This is the estimated customer acquisition cost savings over 2 years due to creating process efficiencies
The process at a glance ✍🏻
The process at a glance ✍🏻
The process at a glance ✍🏻
01 | Empathise & Understand
We used secondary research and internal interviews to synthesise findings into a combined journey map.
By mapping the holistic partner onboarding process through the lens of both our audiences (customers & sales staff), we were able to easily identify the main problem areas in the customer journey that we could feasibly effect. This gave us direction of where to focus our efforts in order to unlock the most value.
02 | DEFINE & IDEATE
I facilitated team ideation sessions and workshops to hone our best ideas and form a proof of concept
Creating a POC helped us to
Understand the technical landscape and test feasibility early.
Socialise the concept and get buy in from the business & relevant stakeholders
Help us quickly discover the highest value opportunities through experimentation.
02 | DEFINE & IDEATE
From the POC, came designing the MVP where I ran crit sessions to ask for feedback early and often
I collaborated with the Product Manager, Lead Engineer and our key business stakeholder to define the scope, user stories and acceptance criteria for our MVP (minimal viable product) pilot.
Constantly seeking feedback along the way from my product team, my design team and the content & accessibility teams.
03 | Develop & Test
We built an MVP using re-usable, accessible and responsive components + layouts to allow for faster execution
Focussing on progress over perfection and using systems thinking allowed us to build our MVP efficiently so we could test and validate our assumptions quickly.
Having regular Design QA’s with the devs meant we were able to ensure quality whilst also producing a list of non critical fast follows to enhance the overall experience.
03 | Develop & Test
The MVP was released to ~17 % of Australian leads with promising results!
Our MVP pilot gleaned positive early results as we saw a massive reduction in the time and effort involved in onboarding new partners onto the partner program.
For example, what used to take 3.6 days of back and forth of phone calls/emails between our sales team and the customer now took less then 5 minutes. That’s over 1000% times faster!
04 | Reflection & Next steps
After a successful pilot we got the green light to roll-out our MVP solution globally
As our positive results were socialised across the business, we then worked with our regional stakeholders to implement and adapt where necessary the solution to fit their process and customers. The team were able to ship the fast follows in tandem so the flow was always improving.
04 | Reflection & Next steps
Once we had global adoption of MVP, it was time to begin discovery and definition of the next iteration
While our MVP had addressed some of the crucial pain-points that were highlighted in the discovery phase, there were still several that needed attention. Therefore we took our new learnings and insights and began the design process again to help define the scope of how to build upon and improve our new flow.
01 | Empathise & Understand
We used secondary research and internal interviews to synthesise findings into a combined journey map.
By mapping the holistic partner onboarding process through the lens of both our audiences (customers & sales staff), we were able to easily identify the main problem areas in the customer journey that we could feasibly effect. This gave us direction of where to focus our efforts in order to unlock the most value.
02 | DEFINE & IDEATE
I facilitated team ideation sessions and workshops to hone our best ideas and form a proof of concept
Creating a POC helped us to
Understand the technical landscape and test feasibility early.
Socialise the concept and get buy in from the business & relevant stakeholders
Help us quickly discover the highest value opportunities through experimentation.
02 | DEFINE & IDEATE
From the POC, came designing the MVP where I ran crit sessions to ask for feedback early and often
I collaborated with the Product Manager, Lead Engineer and our key business stakeholder to define the scope, user stories and acceptance criteria for our MVP (minimal viable product) pilot.
Constantly seeking feedback along the way from my product team, my design team and the content & accessibility teams.
03 | Develop & Test
We built an MVP using re-usable, accessible and responsive components + layouts to allow for faster execution
Focussing on progress over perfection and using systems thinking allowed us to build our MVP efficiently so we could test and validate our assumptions quickly.
Having regular Design QA’s with the devs meant we were able to ensure quality whilst also producing a list of non critical fast follows to enhance the overall experience.
03 | Develop & Test
The MVP was released to ~17 % of Australian leads with promising results!
Our MVP pilot gleaned positive early results as we saw a massive reduction in the time and effort involved in onboarding new partners onto the partner program.
For example, what used to take 3.6 days of back and forth of phone calls/emails between our sales team and the customer now took less then 5 minutes. That’s over 1000% times faster!
04 | Reflection & Next steps
After a successful pilot we got the green light to roll-out our MVP solution globally
As our positive results were socialised across the business, we then worked with our regional stakeholders to implement and adapt where necessary the solution to fit their process and customers. The team were able to ship the fast follows in tandem so the flow was always improving.
04 | Reflection & Next steps
Once we had global adoption of MVP, it was time to begin discovery and definition of the next iteration
While our MVP had addressed some of the crucial pain-points that were highlighted in the discovery phase, there were still several that needed attention. Therefore we took our new learnings and insights and began the design process again to help define the scope of how to build upon and improve our new flow.
01 | Empathise & Understand
We used secondary research and internal interviews to synthesise findings into a combined journey map.
By mapping the holistic partner onboarding process through the lens of both our audiences (customers & sales staff), we were able to easily identify the main problem areas in the customer journey that we could feasibly effect. This gave us direction of where to focus our efforts in order to unlock the most value.
02 | DEFINE & IDEATE
I facilitated team ideation sessions and workshops to hone our best ideas and form a proof of concept
Creating a POC helped us to
Understand the technical landscape and test feasibility early.
Socialise the concept and get buy in from the business & relevant stakeholders
Help us quickly discover the highest value opportunities through experimentation.
02 | DEFINE & IDEATE
From the POC, came designing the MVP where I ran crit sessions to ask for feedback early and often
I collaborated with the Product Manager, Lead Engineer and our key business stakeholder to define the scope, user stories and acceptance criteria for our MVP (minimal viable product) pilot.
Constantly seeking feedback along the way from my product team, my design team and the content & accessibility teams.
03 | Develop & Test
We built an MVP using re-usable, accessible and responsive components + layouts to allow for faster execution
Focussing on progress over perfection and using systems thinking allowed us to build our MVP efficiently so we could test and validate our assumptions quickly.
Having regular Design QA’s with the devs meant we were able to ensure quality whilst also producing a list of non critical fast follows to enhance the overall experience.
03 | Develop & Test
The MVP was released to ~17 % of Australian leads with promising results!
Our MVP pilot gleaned positive early results as we saw a massive reduction in the time and effort involved in onboarding new partners onto the partner program.
For example, what used to take 3.6 days of back and forth of phone calls/emails between our sales team and the customer now took less then 5 minutes. That’s over 1000% times faster!
04 | Reflection & Next steps
After a successful pilot we got the green light to roll-out our MVP solution globally
As our positive results were socialised across the business, we then worked with our regional stakeholders to implement and adapt where necessary the solution to fit their process and customers. The team were able to ship the fast follows in tandem so the flow was always improving.
04 | Reflection & Next steps
Once we had global adoption of MVP, it was time to begin discovery and definition of the next iteration
While our MVP had addressed some of the crucial pain-points that were highlighted in the discovery phase, there were still several that needed attention. Therefore we took our new learnings and insights and began the design process again to help define the scope of how to build upon and improve our new flow.
My takeaways & learnings 📖
My takeaways & learnings 📖
My takeaways & learnings 📖
Test, learn, refine
By staying agile, we were able to test our assumptions, learn quickly whether our solutions were having the desired impact so that, we could continuously refine our approach.
Teamwork = dream work
Having representatives from Product, Design, and Engineering ensures a holistic approach to decision-making that considers user experience, technical feasibility, and product goals.
Estimate design effort upfront
Starting with a target release date made design timelines tight. In the future, I'll improve by accurately estimating design effort upfront to address this challenge.