FLASH is a new tool for Amex marketers to democratize dynamic data. I redesigned their MVP resulting in a 75% improvement in time to value.

The Challenge
Product Managers for FLASH learned that email marketing with personalized data receives higher rates of customer retention and sales. When looking into the existing process, they learned the marketing team relies heavily on various engineering teams to access datasets of cardmember information. This manual process lengthens the time it takes to create and deliver a campaign.

Role
UX Designer

Responsibilities
I led the design for the new homepage and post-submission experience. I also conducted usability tests, facilitated cross-functional workshops, and piloted a new Design QA process in this project.

Tools
User Testing, Sketch, Mural, Invision

An end-to-end design process to promote cross-functional partnership and data-driven design

Aligning on users, goals, and constraints

Our UX team was working in a consultative model at this time, so my partner and I needed to onboard. In our kickoff meeting with the PM, we aligned on the scope and goals for this project.

Evaluating the MVP: Research shows confusing hierarchy, affordances, and UX writing

Before embarking on the redesign, we needed to understand the current experience. The MVP hadn’t been tested so we wanted to gather user feedback and establish benchmarking metrics to measure against during our design process.

Testing Goals:
• Evaluate which features, design choices, and interactions meet users’ needs
• Identify users’ pain points and errors while using current MVP
• Establish baseline usability and user satisfaction metrics

Ideating & gaining alignment through a cross-functional solutioning workshop

With key insights from usability testing in hand, I facilitated a solutioning workshop with our PM, Developer, and Marketing stakeholder. Together we captured all the problems from the research, prioritized them, and voted. This allowed us to align on which problems we were going to solve before brainstorming solutions to How Might We statements. Once we voted on our solutions, we did a final prioritization exercise which further defined the scope of our redesign.

Three homepage redesign priorities: guideposts for my design phase

From the solution workshop, we distilled three priorities for the new homepage. Findings from our initial usability tests had given us insights into additional features and data our users needed to make the product fit with their way of working and add new value. Ultimately, we wanted to increase clarity and give users confidence in the new tool.

From sketching to wireframing: a new type of table emerges

While my partner and I were owning different parts of the design, I suggested we begin with a design studio to align on our design direction. We critiqued each other’s ideas and ideated to final sketches before moving into wireframing.

Once I began wireframing, I realized the Amex Design System didn’t have a data table component that allowed for multi-line list items or menus/actions directly from the table. I reached out to our developer to understand the resources required to create a custom table component and we agreed the added value was worth the extra effort.

Customizing the table component allowed us to improve the hierarchy of the data and streamline the layout while accommodating multiple actions for each request within the ellipse menu.

Multiple rounds of testing and iteration improve task success, usability, and satisfaction

I wanted to ensure we tested the home feed before going any further, so I gathered 5 participants with a range of ages, family structures, and levels of experience with the US healthcare system.

Our goal was to learn if the home feed met users’ expectations and instilled confidence in using Handl. We asked them to explore the home feed while sharing their thoughts, then provided a series of tasks related to appointment management.

The findings validated that we were on the right track to making users feel confident using the app and giving them information they needed to understand their health insurance. The tests also uncovered opportunities to better meet our users’ needs around home feed navigation, hierarchy, and UX copy.

Partnering with product and engineering for smooth implementation

With the final designs hitting industry standards for usability and satisfaction, we prepared the design for hand off to our developer. In addition to providing the wireframes, prototype, and style guide via InVision. We maintained weekly touch points to review development progress, address shifts in requirements, and ensure design integrity.

I also piloted my team’s new Design QA process with this project, which later became an organization-wide standard. I found this process fostered a deeper collaboration within the team, and it was welcomed openly by our product and engineering partners as a critical step prior to launch.

The QA uncovered 31 bugs, 29 of which were fixed prior to launch, and 2 of which were deferred due to technical capacity.

Post-launch metrics show improved efficiency and effectiveness with use of FLASH

The redesign led FLASH to be launched to all consumer marketers at Amex, providing an intuitive solution to a once convoluted, manual process. Next steps for FLASH are to include corporate marketing and add more features to enable additional types of campaign data sets.

PREV: handl home feed

Next: Handl Care Estimates