GrapeData

Nov 21-Mar 23

Timeline

Role

Tools

Keywords

Management role

End-to-end design

SaaS

Start-up

B2C

B2B

Lead Product Designer

Figma, Adobe, Pendo, Lookback, Miro, Jira

Respondent mobile app

GrapeData creates a balanced ecosystem that delivers value to both clients (B2B) and respondents (B2C), enabling mutual benefits. Clients commission GrapeData to conduct research in niche markets globally, driven by the quick turnaround, high-quality data, and the ability to trace responses back to individual participants. Respondents, in turn, are motivated by the opportunity to share their knowledge and earn higher rewards than offered by competitors. To facilitate this exchange, GrapeData collects, processes, analyses, and outputs data into actionable dashboard for clients. However, there was an internal challenge in meeting response times and targets, causing Project Managers to work long hours to ensure the quality of data delivered to clients. My task was to identify the root cause of this issue and find a solution.

Context

The team

Objectives

Working with two squads:

Chief Technical Officer x1
Product Manager x1
Project Manager x1
FE engineers x3
BE engineers x5
QA testers x1
Product designer x1
(Isra Tabassum)

To improve user perception of GrapeData, addressing concerns that it is seen as a scam.
To secure better reviews on Trust Pilot and app stores.
To overcome challenges in meeting target response rates per task, which have impacted project managers' ability to deliver to clients.
To double the user base, providing clients with more resources to collect data from.
To expand the client base beyond the financial services sector.

Approach

Discovery

Previous app

Workshops were held to align user and business needs, ensuring that both perspectives were considered in the development of solutions and strategies. This collaboration aimed to identify pain points, prioritise goals, and foster a deeper understanding between stakeholders to drive more effective outcomes. I found that most of the Product related business and user pains can be categorised in to the following:

In the previous app, the issues went beyond aesthetics. There were significant accessibility challenges and broken user journeys that prevented users from completing tasks smoothly. We found that a lot of users were abandoning the process or not submitting correctly due to confusions in the journey. Additionally, there was no centralised space for housing user profiles, resulting in a cost of £5 per user (with 120K users at the time). This inefficiency was frustrating for Project Managers, who had to manually upkeep user records for Client task matching purposes.

Data was collected from Project Managers to gain insight into the issues within the user journeys and to analyse task completion methods and rates.

Business goals

Growth

Double our user pool from 150K to 300K.

Understand the product offering
Overcome the language barrier
Overcome trust issues

User goals

Successfully submit a task
Understand how the process end to end
Be able to submit extra information per task
Be able to pause a task

User goals

Have users submit more quality responses successfully.

Engagement

Business goals

Retention

Retain users for more than 3 months.

User goals

Have more tasks to choose from
Get rejected quickly, but less often for responses
Have clarity around payments
Options for payment withdrawal

Following the workshops and data collection, I also gained valuable insights by speaking to users about what users liked, disliked, and what features they wanted in future iterations of the app. This feedback allowed us to prioritise improvements and better align the app’s development with user expectations.

Concept designs

Hi-fi wireframes

The following were used to discuss user flows and journeys with the product, engineering teams, and stakeholders. Internal feedback and buy-in were crucial in shaping the app’s future direction. I prioritised ideas from feedback and workshops using the MoSCoW method, while also factoring in time and technical constraints to develop the concepts.

3 rounds

Three rounds of Prototype testing held, both internally and externally as designs were iterated upon.

C-suite buy in

At least one round was held with C-suite stake holders and reports from each round were shared with the business.

Documentation

User-flows, Jira ACs, and other relevant docs (e.g PRD, Roadmap) were updated to reflect the changes.

Visual designs

2 rounds

Two rounds of Prototype testing held, both internally and externally as designs were iterated upon.

C-suite buy in

At least one round was held with C-suite stake holders and reports from each round were shared with the business.

Documentation

User-flows, Jira ACs, and other relevant docs (e.g PRD, Roadmap) were updated to reflect the changes.

Templates changed across Google and all Social media.

Solution

Users informed of what to expect in a task, as well as onboarding journeys introduced to ensure users understood how it works.
Transparency introduced when task submission was rejected.
Empathetic and informative copy written instead of the unhelpful copy previously.
User’s ability to manage historic projects was also improved.

Giving users control over their profiles, allowing for more accurate matching to tasks.

Users given control of their profile enabling them to keep it up to date. This helps with more accurate matching to tasks.
Users reported that gamification of the profile section motivates them to complete it.
User’s excitement to complete profile is equally beneficial clients as this information is used for data verification.

Transparency around payments and updates via a Notification centre.

Allowing users to see where their payment is, thus reducing anxiety and helped change perception around GrapeData’s legitimacy.
Notifying users of task availability and providing direct links to the tasks helped increase response rates.