Unlocking Accountant-Led Growth
Designing for growth without slowing accountants down
ADD CLIENT
FLOWS STARTED
ACCOUNTANT-LED
QBO SIGNUPS
CHECKED OUT
WITH ≥1 PRODUCT
DEFERRED
SIGNUPS
Unlocking Accountant-Led Growth
Designing for growth without slowing accountants down
ADD CLIENT
FLOWS STARTED
ACCOUNTANT-LED
QBO SIGNUPS
CHECKED OUT
WITH ≥1 PRODUCT
DEFERRED
SIGNUPS
Unlocking Accountant-Led Growth
Designing for growth without slowing accountants down
ADD CLIENT
FLOWS STARTED
ACCOUNTANT-LED
QBO SIGNUPS
CHECKED OUT
WITH ≥1 PRODUCT
DEFERRED
SIGNUPS
01
/ CONTEXT
Growing the accountant channel
Growing the accountant channel
Intuit had set a target to increase revenue from the accountant channel by 20% in FY26. Add Client was a key part of this strategy, enabling accountants to add the core QuickBooks platform for new clients alongside ecosystem products such as Payroll, QuickBooks Time and Bill Pay.
Intuit had set a target to increase revenue from the accountant channel by 20% in FY26. Add Client was a key part of this strategy, enabling accountants to add the core QuickBooks platform for new clients alongside ecosystem products such as Payroll, QuickBooks Time and Bill Pay.
Intuit had set a target to increase revenue from the accountant channel by 20% in FY26. Add Client was a key part of this strategy, enabling accountants to add the core QuickBooks platform for new clients alongside ecosystem products such as Payroll, QuickBooks Time and Bill Pay.
FY26 accountant-channel revenue-growth target
FY26 accountant-channel revenue-growth target
MY ROLE
Taking ownership of an ongoing experiment
Taking ownership of an ongoing experiment
A horizontal flow showing how an accountant adds a new client, selects a required core QuickBooks subscription, optionally adds ecosystem products, and completes setup.
A horizontal flow showing how an accountant adds a new client, selects a required core QuickBooks subscription, optionally adds ecosystem products, and completes setup.
THE BIGGER PICTURE
Growth was the objective. Understanding how accountants worked was the starting point.
THE BIGGER PICTURE
Growth was the objective. Understanding how accountants worked was the starting point.
THE BIGGER PICTURE
Growth was the objective. Understanding how accountants worked was the starting point.
02
/ PROBLEM
An onboarding journey built around a step flow
An onboarding journey built around a step flow
The existing Add Client experience guided accountants through a six-stage step flow, introducing QuickBooks subscriptions and ecosystem products across separate screens. While this supported product discovery, it also added steps to a task accountants often needed to complete quickly.
The existing Add Client experience guided accountants through a six-stage step flow, introducing QuickBooks subscriptions and ecosystem products across separate screens. While this supported product discovery, it also added steps to a task accountants often needed to complete quickly.
THE EXISTING JOURNEY
A six-stage step flow created unnecessary friction
A six-stage step flow created unnecessary friction
The flow required accountants to move through multiple product stages, compare options and make selections before reaching checkout. I wanted to understand whether this structure was helping accountants make decisions — or simply slowing down a familiar onboarding task.
The flow required accountants to move through multiple product stages, compare options and make selections before reaching checkout. I wanted to understand whether this structure was helping accountants make decisions — or simply slowing down a familiar onboarding task.
The flow required accountants to move through multiple product stages, compare options and make selections before reaching checkout. I wanted to understand whether this structure was helping accountants make decisions — or simply slowing down a familiar onboarding task.
Mapping the existing experience revealed the complexity behind a seemingly straightforward onboarding task.
Mapping the existing experience revealed the complexity behind a seemingly straightforward onboarding task.
Mapping the existing experience revealed the complexity behind a seemingly straightforward onboarding task.
THE IMMEDIATE BUSINESS PRIORITY
Could a faster route to checkout improve the experience?
Could a faster route to checkout improve the experience?
I wanted to keep the Product Design and Product Management teams moving without delaying the ongoing experimentation while I conducted a deeper investigation into the problem. I saw an opportunity to test an immediate hypothesis: the existing journey introduced too much friction, requiring accountants to make too many clicks to reach checkout.
To test this, I developed Experiments C1 and C2, exploring whether a more direct route to checkout could reduce unnecessary interaction while the wider research continued.
I wanted to keep the Product Design and Product Management teams moving without delaying the ongoing experimentation while I conducted a deeper investigation into the problem. I saw an opportunity to test an immediate hypothesis: the existing journey introduced too much friction, requiring accountants to make too many clicks to reach checkout.
To test this, I developed Experiments C1 and C2, exploring whether a more direct route to checkout could reduce unnecessary interaction while the wider research continued.
I wanted to keep the Product Design and Product Management teams moving without delaying the ongoing experimentation while I conducted a deeper investigation into the problem. I saw an opportunity to test an immediate hypothesis: the existing journey introduced too much friction, requiring accountants to make too many clicks to reach checkout.
To test this, I developed Experiments C1 and C2, exploring whether a more direct route to checkout could reduce unnecessary interaction while the wider research continued.
Control (existing)
Control (existing)
Existing six-stage journey, requiring accountants to progress through product selection before checkout.
Experiment C1
Experiment C1
Introduced a secondary “Go to checkout” CTA to provide a faster route.
Experiment C2
Experiment C2
Made “Go to checkout” the primary CTA, prioritising the faster route for A/B testing.
Explore the complete Control, C1 and C2 flow diagrams to see how each variant introduced a more direct route to checkout.
TESTING THE HYPOTHESIS
If discoverability was the problem, making the CTA clearer should help solve it
The intervention gave me a simple hypothesis to take into customer testing: would stronger signposting and clearer language help SMBs discover and engage with Economic Nexus?
LOOKING BEYOND THE IMMEDIATE EXPERIMENT
A faster checkout could address immediate friction. The wider journey still needed questioning
While C1 and C2 supported near-term experimentation, I began a deeper research effort to understand whether a different interaction model could better support accountants' workflow.
LOOKING BEYOND THE IMMEDIATE EXPERIMENT
A faster checkout could address immediate friction. The wider journey still needed questioning
While C1 and C2 supported near-term experimentation, I began a deeper research effort to understand whether a different interaction model could better support accountants' workflow.
03
/ RESEARCH
Understanding the task before redesigning the journey
Understanding the task before redesigning the journey
While Experiments C1 and C2 progressed, I conducted in-depth research to understand whether the existing interaction model reflected how accountants approached Add Client. I wanted to establish what they knew before entering the flow, how they made product decisions and where the experience introduced unnecessary work.
While Experiments C1 and C2 progressed, I conducted in-depth research to understand whether the existing interaction model reflected how accountants approached Add Client. I wanted to establish what they knew before entering the flow, how they made product decisions and where the experience introduced unnecessary work.
While Experiments C1 and C2 progressed, I conducted in-depth research to understand whether the existing interaction model reflected how accountants approached Add Client. I wanted to establish what they knew before entering the flow, how they made product decisions and where the experience introduced unnecessary work.
Participants
Participants
US accounting and bookkeeping professionals
US accounting and bookkeeping professionals
Employees
Employees
Minimum firm size represented in the study
Minimum firm size represented in the study
Research
Research
Research conducted alongside ongoing experimentation
Research conducted alongside ongoing experimentation
THE ASSUMPTION
Were accountants discovering products or completing a decision?
Were accountants discovering products or completing a decision?
The existing Add Client journey was built around the assumption that accountants used the flow to explore QuickBooks subscriptions and related services before advising their clients. My research challenged this premise.
The existing Add Client journey was built around the assumption that accountants used the flow to explore QuickBooks subscriptions and related services before advising their clients. My research challenged this premise.
Previous hypothesis
Previous hypothesis
Previously, we hypothesised that accountants and bookkeepers would utilise the 'Add Client' flow as a research tool. Our belief was that they use this process to explore subscription SKUs and related services, enabling them to advise their clients on the optimal product suite before receiving final approval."
Previously, we hypothesised that accountants and bookkeepers would utilise the 'Add Client' flow as a research tool. Our belief was that they use this process to explore subscription SKUs and related services, enabling them to advise their clients on the optimal product suite before receiving final approval."
Current hypothesis
Current hypothesis
The user research revealed that accountants typically enter the 'Add Client' flow with a pre-determined choice of QBO SKU and related services for their clients. This invalidates our previous assumption that the flow serves as a research or discovery tool. For these expert users, the process is purely transactional, not exploratory.
The user research revealed that accountants typically enter the 'Add Client' flow with a pre-determined choice of QBO SKU and related services for their clients. This invalidates our previous assumption that the flow serves as a research or discovery tool. For these expert users, the process is purely transactional, not exploratory.
THE EVIDENCE
Where was the existing journey creating friction?
Where was the existing journey creating friction?
With a clearer understanding of accountants' intent, I examined the current experience to identify where the interaction model was creating unnecessary effort. Three recurring issues emerged.
With a clearer understanding of accountants' intent, I examined the current experience to identify where the interaction model was creating unnecessary effort. Three recurring issues emerged.
With a clearer understanding of accountants' intent, I examined the current experience to identify where the interaction model was creating unnecessary effort. Three recurring issues emerged.
High interaction cost
High interaction cost
The existing flow required 12 clicks to add a QuickBooks Advanced subscription. Moving through multiple stages increased the effort required to complete what accountants approached as a straightforward task.
The existing flow required 12 clicks to add a QuickBooks Advanced subscription. Moving through multiple stages increased the effort required to complete what accountants approached as a straightforward task.
Information buried in the UI
Information buried in the UI
Essential product information was hidden within expandable cards. Accountants had to repeatedly open individual cards to review details, making it difficult to scan and compare their options.
Essential product information was hidden within expandable cards. Accountants had to repeatedly open individual cards to review details, making it difficult to scan and compare their options.
Unnecessary data re-entry
Unnecessary data re-entry
Information entered at one stage did not always carry through to subsequent steps. Re-entering the same details introduced additional work and avoidable opportunities for error.
Information entered at one stage did not always carry through to subsequent steps. Re-entering the same details introduced additional work and avoidable opportunities for error.
WHAT WORKED WELL
Two patterns worth carrying forward
Two patterns worth carrying forward
Although the existing journey introduced unnecessary friction, the research also identified two interaction patterns worth preserving. The challenge was to retain their benefits while removing the additional effort created by the step flow.
Although the existing journey introduced unnecessary friction, the research also identified two interaction patterns worth preserving. The challenge was to retain their benefits while removing the additional effort created by the step flow.
Although the existing journey introduced unnecessary friction, the research also identified two interaction patterns worth preserving. The challenge was to retain their benefits while removing the additional effort created by the step flow.
Clarity through separation
Although separating products into distinct stages increased the number of interactions, the clear segregation of information helped accountants understand their options. This informed Experiment D: retain a dedicated section for each product within a single-scroll experience, without requiring accountants to navigate between separate screens.
Although separating products into distinct stages increased the number of interactions, the clear segregation of information helped accountants understand their options. This informed Experiment D: retain a dedicated section for each product within a single-scroll experience, without requiring accountants to navigate between separate screens.
Guided admin setup
A contextual compliance check prompted accountants to confirm that the new QuickBooks licence was being configured correctly. This guidance helped prevent setup errors at a critical point in the journey. The redesigned experience needed to preserve that safeguard rather than sacrifice it for speed.
A contextual compliance check prompted accountants to confirm that the new QuickBooks licence was being configured correctly. This guidance helped prevent setup errors at a critical point in the journey. The redesigned experience needed to preserve that safeguard rather than sacrifice it for speed.
THE RESEARCH INSIGHT
The opportunity wasn't to help accountants discover more products. It was to help them complete onboarding with less effort and greater confidence.
The challenge was to reduce unnecessary interactions while preserving product clarity and the safeguards needed for accurate client setup.
THE RESEARCH INSIGHT
The opportunity wasn't to help accountants discover more products. It was to help them complete onboarding with less effort and greater confidence.
The challenge was to reduce unnecessary interactions while preserving product clarity and the safeguards needed for accurate client setup.
THE RESEARCH INSIGHT
The opportunity wasn't to help accountants discover more products. It was to help them complete onboarding with less effort and greater confidence.
The challenge was to reduce unnecessary interactions while preserving product clarity and the safeguards needed for accurate client setup.
04
/ PROCESS
Exploring a new interaction model
Exploring a new interaction model
Building on the research, I developed three variants for Experiment D to investigate how Add Client could move from a multi-step journey to a more continuous experience. Each explored a different approach to organising product selection, navigation and checkout.
Building on the research, I developed three variants for Experiment D to investigate how Add Client could move from a multi-step journey to a more continuous experience. Each explored a different approach to organising product selection, navigation and checkout.
Building on the research, I developed three variants for Experiment D to investigate how Add Client could move from a multi-step journey to a more continuous experience. Each explored a different approach to organising product selection, navigation and checkout.
THE DESIGN HYPOTHESIS
If...
If...
If...
We replace the multi-step journey with a single-scroll experience that keeps product information visible and clearly separated,
We replace the multi-step journey with a single-scroll experience that keeps product information visible and clearly separated,
and...
and...
and...
accountants can quickly navigate and compare products with minimal interruption,
accountants can quickly navigate and compare products with minimal interruption,
then...
then...
then...
they can complete client onboarding more efficiently, freeing up valuable time to focus on their clients and reinforcing QuickBooks as a trusted partner in growing their practice.
they can complete client onboarding more efficiently, freeing up valuable time to focus on their clients and reinforcing QuickBooks as a trusted partner in growing their practice.
EXPLORING THE POSSIBILITIES
Three ways to structure the experience
Three ways to structure the experience
I created three variants to explore how product information, navigation and selection could be reorganised into a more continuous experience, while maintaining clear separation between products.
I created three variants to explore how product information, navigation and selection could be reorganised into a more continuous experience, while maintaining clear separation between products.
I created three variants to explore how product information, navigation and selection could be reorganised into a more continuous experience, while maintaining clear separation between products.
A. ‘Core + Ecosystem’
A. ‘Core + Ecosystem’
Divided the experience into two sections: the required core QuickBooks subscription and a combined ecosystem section. Additional products were grouped into selectable pills, allowing accountants to switch between them within the same area.
Divided the experience into two sections: the required core QuickBooks subscription and a combined ecosystem section. Additional products were grouped into selectable pills, allowing accountants to switch between them within the same area.
Divided the experience into two sections: the required core QuickBooks subscription and a combined ecosystem section. Additional products were grouped into selectable pills, allowing accountants to switch between them within the same area.
B. ‘Sections’
B. ‘Sections’
Retained the existing step flow's product groupings, such as Payroll & Time, but brought them together on a single scrolling page.
Retained the existing step flow's product groupings, such as Payroll & Time, but brought them together on a single scrolling page.
Retained the existing step flow's product groupings, such as Payroll & Time, but brought them together on a single scrolling page.
C. ‘Long Scroll’
C. ‘Long Scroll’
Gave each product its own dedicated section within one continuous page, removing the need to switch between grouped products or navigate through separate stages.
Gave each product its own dedicated section within one continuous page, removing the need to switch between grouped products or navigate through separate stages.
Gave each product its own dedicated section within one continuous page, removing the need to switch between grouped products or navigate through separate stages.
Three approaches to organising product selection on a single page, exploring the balance between compact grouping, familiar structure and individual product visibility.
Three approaches to organising product selection on a single page, exploring the balance between compact grouping, familiar structure and individual product visibility.
THE KEY TAKEAWAY
Long Scroll emerged as the preferred direction
Long Scroll emerged as the preferred direction
All five participants preferred Long Scroll over the alternative concepts. The continuous structure made the experience easier to navigate, while keeping each product visible and distinct.
All five participants preferred Long Scroll over the alternative concepts. The continuous structure made the experience easier to navigate, while keeping each product visible and distinct.
All five participants preferred Long Scroll over the alternative concepts. The continuous structure made the experience easier to navigate, while keeping each product visible and distinct.
1 - FEWER CLICKS
One continuous journey
One continuous journey
A single page removed the need to move between separate stages, reducing the effort required to complete onboarding.
A single page removed the need to move between separate stages, reducing the effort required to complete onboarding.
A single page removed the need to move between separate stages, reducing the effort required to complete onboarding.
2 - CLEARER PRODUCT VISIBILITY
Every product had its own space
Every product had its own space
Dedicated sections made individual products easier to find, understand and compare without hiding them behind additional navigation.
Dedicated sections made individual products easier to find, understand and compare without hiding them behind additional navigation.
Dedicated sections made individual products easier to find, understand and compare without hiding them behind additional navigation.
2 - INTUITIVE NAVIGATION
A familiar interaction model
A familiar interaction model
A linear vertical scroll let accountants move through the experience naturally without learning a new navigation pattern.
A linear vertical scroll let accountants move through the experience naturally without learning a new navigation pattern.
A linear vertical scroll let accountants move through the experience naturally without learning a new navigation pattern.
This gave me a clear direction to refine: preserve product visibility while removing the friction of the step flow.
This gave me a clear direction to refine: preserve product visibility while removing the friction of the step flow.
THE DESIGN DIRECTION
Simplify the journey, not the decisions accountants need to make
Testing and refinement established a direction that brought product selection into a more direct experience while retaining clarity and the guidance needed for accurate client setup.
THE DESIGN DIRECTION
Simplify the journey, not the decisions accountants need to make
Testing and refinement established a direction that brought product selection into a more direct experience while retaining clarity and the guidance needed for accurate client setup.
THE DESIGN DIRECTION
Simplify the journey, not the decisions accountants need to make
Testing and refinement established a direction that brought product selection into a more direct experience while retaining clarity and the guidance needed for accurate client setup.
05
/ SOLUTION
One continuous journey, with clarity at every step
One continuous journey, with clarity at every step
The refined Long Scroll design brought client setup, product selection and checkout into a single continuous experience. It reduced unnecessary navigation while preserving the clarity and guidance accountants needed to configure a new client accurately.
The refined Long Scroll design brought client setup, product selection and checkout into a single continuous experience. It reduced unnecessary navigation while preserving the clarity and guidance accountants needed to configure a new client accurately.
The refined Long Scroll design brought client setup, product selection and checkout into a single continuous experience. It reduced unnecessary navigation while preserving the clarity and guidance accountants needed to configure a new client accurately.
Fewer clicks
Fewer clicks
removing unnecessary movement between separate stages
removing unnecessary movement between separate stages
Clearer scanning
Clearer scanning
keeping product information visible and easy to compare
keeping product information visible and easy to compare
Intuitive navigation
Intuitive navigation
using a familiar vertical scroll with a clear route to checkout
using a familiar vertical scroll with a clear route to checkout
THE PROPOSED SOLUTION
A simpler journey that gives accountants more time to focus on their clients
Drawing on my parallel work leading IAS Foundations, I approached Add Client as part of the wider Accountant Suite experience, considering how medium-to-large accounting firms onboard clients at scale. The design aimed to reduce unnecessary interactions while preserving product clarity and the safeguards needed for accurate setup, helping accountants spend less time on administration and more time supporting their clients.
THE PROPOSED SOLUTION
A simpler journey that gives accountants more time to focus on their clients
Drawing on my parallel work leading IAS Foundations, I approached Add Client as part of the wider Accountant Suite experience, considering how medium-to-large accounting firms onboard clients at scale. The design aimed to reduce unnecessary interactions while preserving product clarity and the safeguards needed for accurate setup, helping accountants spend less time on administration and more time supporting their clients.
THE PROPOSED SOLUTION
A simpler journey that gives accountants more time to focus on their clients
Drawing on my parallel work leading IAS Foundations, I approached Add Client as part of the wider Accountant Suite experience, considering how medium-to-large accounting firms onboard clients at scale. The design aimed to reduce unnecessary interactions while preserving product clarity and the safeguards needed for accurate setup, helping accountants spend less time on administration and more time supporting their clients.
06
/ IMPACT
Evidence that shaped the next experiment
Evidence that shaped the next experiment
My work on Add Client flow delivered an immediate improvement through Experiment C2 while establishing a research-led direction for the wider onboarding experience. Together, the experiments helped the team balance near-term delivery with a more fundamental rethink of how accountants add new clients.
My work on Add Client flow delivered an immediate improvement through Experiment C2 while establishing a research-led direction for the wider onboarding experience. Together, the experiments helped the team balance near-term delivery with a more fundamental rethink of how accountants add new clients.
My work on Add Client flow delivered an immediate improvement through Experiment C2 while establishing a research-led direction for the wider onboarding experience. Together, the experiments helped the team balance near-term delivery with a more fundamental rethink of how accountants add new clients.
01 - IMMEDIATE EXPERIMENT
A positive A/B result
A positive A/B result
Experiment C2 performed well against the existing Control, providing evidence that a more direct route to checkout could improve the current experience while the deeper investigation continued.
Experiment C2 performed well against the existing Control, providing evidence that a more direct route to checkout could improve the current experience while the deeper investigation continued.
Checkout
conversion rate
Checkout
conversion rate
Checkout
conversion rate
vs. Control
vs. Control
vs. Control
Time to
checkout
Time to
checkout
Time to
checkout
vs. Control
vs. Control
vs. Control
Number of
clicks
Number of
clicks
Number of
clicks
vs. Control
vs. Control
vs. Control
02 - RESEARCH VALIDATION
5 out of 5 preferred Long Scroll
5 out of 5 preferred Long Scroll
All five research participants preferred Long Scroll over the alternative designs. Their feedback highlighted the value of fewer interactions, visible product information and a familiar navigation model, while identifying specific opportunities for refinement.
All five research participants preferred Long Scroll over the alternative designs. Their feedback highlighted the value of fewer interactions, visible product information and a familiar navigation model, while identifying specific opportunities for refinement.
Participants
preferred long scroll
Participants
preferred
long scroll
Participants
preferred long scroll
Found it easier to
compare products
Found it easier to
compare products
Found it easier to
compare products
Felt confident
completing client set up
Felt confident
completing client
set up
Felt confident
completing client set up
03 - PRODUCT DIRECTION
Experiment D became the next test
Experiment D became the next test
All five research participants preferred Long Scroll over the alternative designs. Their feedback highlighted the value of fewer interactions, visible product information and a familiar navigation model, while identifying specific opportunities for refinement.
All five research participants preferred Long Scroll over the alternative designs. Their feedback highlighted the value of fewer interactions, visible product information and a familiar navigation model, while identifying specific opportunities for refinement.
Design direction
selected
Design direction
selected
Design direction
selected
Planned test
duration
Planned test
duration
Planned test
duration
Stakeholder
alignment
Stakeholder
alignment
Stakeholder
alignment
THE IMPACT
An immediate improvement, and a research-led direction for what came next
By keeping experimentation moving while investigating the wider onboarding experience, I helped the team act on near-term evidence and establish a new direction for supporting accountants at scale.
THE IMPACT
An immediate improvement, and a research-led direction for what came next
By keeping experimentation moving while investigating the wider onboarding experience, I helped the team act on near-term evidence and establish a new direction for supporting accountants at scale.
THE IMPACT
An immediate improvement, and a research-led direction for what came next
By keeping experimentation moving while investigating the wider onboarding experience, I helped the team act on near-term evidence and establish a new direction for supporting accountants at scale.
07
/ REFLECTION
Taking initiative while building alignment
Taking initiative while building alignment
Add Client taught me how to balance immediate delivery with deeper investigation. I learned to challenge assumptions diplomatically, make space for an alternative direction and build stakeholder confidence through a well-developed, evidence-backed proposal.
Add Client taught me how to balance immediate delivery with deeper investigation. I learned to challenge assumptions diplomatically, make space for an alternative direction and build stakeholder confidence through a well-developed, evidence-backed proposal.
Add Client taught me how to balance immediate delivery with deeper investigation. I learned to challenge assumptions diplomatically, make space for an alternative direction and build stakeholder confidence through a well-developed, evidence-backed proposal.
MAINTAIN MOMENTUM
Make space for discovery without slowing delivery
Make space for discovery without slowing delivery
I kept the ongoing experiments moving through C1 and C2 while conducting a deeper investigation in parallel. This taught me that taking initiative isn't about choosing between immediate delivery and longer-term thinking, but finding a way to support both.
I kept the ongoing experiments moving through C1 and C2 while conducting a deeper investigation in parallel. This taught me that taking initiative isn't about choosing between immediate delivery and longer-term thinking, but finding a way to support both.
I kept the ongoing experiments moving through C1 and C2 while conducting a deeper investigation in parallel. This taught me that taking initiative isn't about choosing between immediate delivery and longer-term thinking, but finding a way to support both.
CHALLENGE WITH EMPATHY
Listen first. Challenge with evidence
Listen first. Challenge with evidence
I learned to understand the commercial priorities behind stakeholder decisions before questioning the proposed approach. Acknowledging those perspectives helped me challenge assumptions diplomatically, without dismissing the people or objectives behind them.
I learned to understand the commercial priorities behind stakeholder decisions before questioning the proposed approach. Acknowledging those perspectives helped me challenge assumptions diplomatically, without dismissing the people or objectives behind them.
I learned to understand the commercial priorities behind stakeholder decisions before questioning the proposed approach. Acknowledging those perspectives helped me challenge assumptions diplomatically, without dismissing the people or objectives behind them.
BUILD THE CASE FOR CHANGE
Bring a considered perspective to the table
Bring a considered perspective to the table
I developed the research, explored alternative interaction models and brought the findings together into a cohesive presentation before proposing a new direction. This gave stakeholders a clear view of both the recommendation and the evidence behind it, helping us build agreement on the next experiment.
I developed the research, explored alternative interaction models and brought the findings together into a cohesive presentation before proposing a new direction. This gave stakeholders a clear view of both the recommendation and the evidence behind it, helping us build agreement on the next experiment.
I developed the research, explored alternative interaction models and brought the findings together into a cohesive presentation before proposing a new direction. This gave stakeholders a clear view of both the recommendation and the evidence behind it, helping us build agreement on the next experiment.
WHAT I TOOK FORWARD
Initiative creates opportunities. Diplomacy turns them into progress.
I came away more confident in my ability to pursue a different direction while maintaining stakeholder trust. The experience reinforced that effective product design requires not only sound decisions, but also the judgement to know when to explore, when to listen and how to bring people together around a shared direction.
WHAT I TOOK FORWARD
Initiative creates opportunities. Diplomacy turns them into progress.
I came away more confident in my ability to pursue a different direction while maintaining stakeholder trust. The experience reinforced that effective product design requires not only sound decisions, but also the judgement to know when to explore, when to listen and how to bring people together around a shared direction.
WHAT I TOOK FORWARD
Initiative creates opportunities. Diplomacy turns them into progress.
I came away more confident in my ability to pursue a different direction while maintaining stakeholder trust. The experience reinforced that effective product design requires not only sound decisions, but also the judgement to know when to explore, when to listen and how to bring people together around a shared direction.
NEXT CASE STUDY
03 · RESEARCH & INTERACTION DESIGN
US Sales Tax - Economic Nexus
What began as a discoverability problem revealed something deeper: small businesses didn’t understand their US sales tax obligations. Research exposed a mismatch between how the product presented tax information and how customers thought about their business, leading me to rethink the experience around clearer context and action.
Problem finding
Research
Interaction design
Read more
03 · RESEARCH & INTERACTION DESIGN
US Sales Tax - Economic Nexus
What began as a discoverability problem revealed something deeper: small businesses didn’t understand their US sales tax obligations. Research exposed a mismatch between how the product presented tax information and how customers thought about their business, leading me to rethink the experience around clearer context and action.
Problem finding
Research
Interaction design
Read more
03 · RESEARCH & INTERACTION DESIGN
US Sales Tax - Economic Nexus
What began as a discoverability problem revealed something deeper: small businesses didn’t understand their US sales tax obligations. Research exposed a mismatch between how the product presented tax information and how customers thought about their business, leading me to rethink the experience around clearer context and action.
Problem finding
Research
Interaction design
Read more