Voice of the User
TL;DR
THE OPPORTUNITY
How can Resilia, a tech for good platform, achieve product market fit with their nonprofit users?
THE OUTCOME
A voice of the user program to enable the greater organization to identify the highest priority needs for nonprofit users drive activation and engagement, and develop innovative opportunities that give them a competitive advantage.
My Impact
As the Director of Design at Resilia
People
Coached UX Researcher throughout the process of successfully establishing Voice of the User program, and launched efforts to up-level the greater organization’s knowledge of user research, and it’s impact on our revenue goals.
PROCESS
Collaborating with UXR and CS Operations to build standard operating procedures for efficiently synthesizing monthly reports without introducing new overhead.
Facilitated cross-functional working sessions with the Voice of the User team that lead to quick wins such as improved onboarding conversion from the invitation email.
PRACTICE
Enhanced the quality and quantity of insights to quickly pinpoint areas for improving user engagement and retention. Set a standard of quality of reporting on user insights across the organization.
The Approach
Enterprise and SaaS companies, like Resilia, have effectively used Voice of the Customer programs to swiftly pinpoint customer expectations and issues. At Resilia, the Customer Success Team, R&D Team, and Marketing insights were siloed, preventing teams from rapidly addressing key areas preventing activation and engagement.
To address this, I collaborated with UX Research and CS Operations to streamline the process of synthesizing customer feedback monthly. To expedite this process while addressing our biggest need area, we focused on Nonprofit Users, with plans to expand to Grantmaker customers later. Within two weeks, the first Voice of the User Meeting was successfully launched.
The voice of the user program focused on scoring customer satisfaction across the highest impact areas that driving engagement: UX, Features, Content and Services. We established functional ownership and companywide targets to create a clear sense accountability to improve over all customer satisfaction. The transparency of insights enabled teams to work more closely together towards shared outcomes.
Feature Positioning
The Product, Design, and Marketing teams own the metrics around user’s satisfaction with Resilia’s value proposition to achieve product-market fit.
Services
The Customer Success owned the satisfaction on human-centered service such as coaching, and customer support tickets.
User experience
The Design and Engineering teams jointly own the users s satisfaction of platform usability and performance with a focus on enhancing activation and engagement to ensure a positive user experience.
Content
The Academy and Marketing teams own content satisfaction metrics, with a focus on the satisfaction with the breadth and dept of instructional content and events.
Outcomes
Improved Onboarding
Early reports identified a trend of users requesting password reset links two weeks after they were initially sent, impacting customer activation rates. These findings enabled the Solutions Engineering team to promptly address this issue within a single sprint.
Deeper Crossfunctional Partnerships
The Voice of the User initiative strengthened the connection between the R&D and Customer Success teams, fostering collaborative ownership of user-centered outcomes to achieve revenue goals of $15M in ARR.
Elevating User Research
The Voice of the Customer reports served as tangible artifacts, offering teams a consolidated overview of our customers' most crucial needs. This elevated the business impact of user research within the organization.