Moving around the US at a young age, I’ve lived in 6 different states and now currently reside in Chicago, IL.
I’m currently a Product Designer at Trunk Club, a Nordstrom-owned company.
I solve problems for people—not brands, and believe that if you design with your customers in mind, you ultimately benefit your brand. I believe that good solutions stem from listening to your customers, and open collaboration with stakeholders, engineers, and designers.
When I’m not working, you can find me sketching around Chicago, checking out new restaurants and bakeries, playing the ukulele, or sewing and stuffing a new specimen.
Creating a holistic experience for stylists and operational teams to schedule Clubhouse appointments at Trunk Club. (10 min read)
Client: Trunk Club
Role: Lead Designer
Scheduling a Clubhouse appointment is inconvenient for both customers and stylists. We hosted an average of 1,200 weekly Clubhouse appointments between June 25 and September 17, 2017. At least a quarter of our customers are multi-channel or just in-house.
For Trunk Club…
We need better insight into how in-house and multichannel customers will help us achieve our overall business goal of getting 50% (and ultimately 65%) of customers on scheduled trunks or scheduled appointments. Additionally, 18% of in-house appointments in December were no-shows. This attrition rate represents unnecessary stylist time spent pulling items as well as inventory holding costs.
Stylists primarily use Trunk Club’s home-grown customer relationship management tool, internally called Relationship Management (RM), in order to balance their book of business.
Arranging an appointment requires a conversation between stylist and customer, which takes time and creates unnecessary friction. Stylists currently have to jump between multiple platforms during this process. Additionally, stylists don’t have a straightforward way of estimating how many more in-house appointments they need to book in order to meet their monthly sales goal.
The conversation required to scheduled appointments takes time and causes unnecessary friction. Additionally, we’re not doing a great job of accommodating last minute customer requests to reschedule their appointments. Lack of responsiveness to these last minute requests and limitations of the customer’s assigned stylist’s schedule are major factors driving 18% no-shows for in-house appointments.
We created a feature that would allow stylists to seamlessly book appointments with customers.
We launched this feature in August 2018, and are currently monitoring for lifts in the number of appointments scheduled. We worked with a third party vendor to integrate their appointment scheduling system in to ours; however, the long API calls to determine stylist availability and fitting room capacity caused friction in the experience.
We realized that in order to scale the feature, we would need to build out an internal administrative scheduling tool that adhered to our business needs.
Additionally, sunsetting the vendor and building our own proprietary tool resulted in an annual cost savings of $36,000.
I led the design direction alongside a small team of engineers, a Product Manager, an Engineering Manager, and collaborated with stylists to bring this feature to life for RM, Trunk Club’s proprietary stylist-facing experience.
We kicked off a series of shadowing sessions and observed 8 stylists across various Clubhouses. We wanted to understand:
Through those sessions, we learned:
We also compiled a competitive analysis on other scheduling experiences, such as OpenTable, Drybar, AirBnb, and Nordstrom. I worked closely with Alex, the lead engineer on this project, to pull the most pertinent vendor endpoints from the current experience, for ease of feature adoption.
Utilizing the insights we learned from the shadowing sessions, the competitive analyses, and the vendor’s endpoints, I created a flow that was housed within a modal. We created a series of validation endpoints that would tie the appointment to a task, a GCal event, and a system-generated message that would inform both the stylist and the customer of the appointment.
We tested the flow with 8 stylists, split across all Clubhouses. We found that:
Based on the insights from the first round of testing, we modified the form field to live within a popup rather than a modal.
We noticed that stylists wanted to view the conversation history and the customer information in order to double check that the information was properly entered. We also modified the appointment so that it was not associated with a task; however, we kept the information easily accessible and locatable within RM.
We also used this opportunity to create the customer-facing communication after scheduling an appointment.
We launched a test with our Boston Clubhouse, one of the smaller Clubhouses, along with 6 additional beta testers across the other Clubhouses in order to intercept any issues that came up.
From our test launch, we collected and tagged stylist feedback through Intercom. We learned that while the experience was intuitive and easy, the load times for available fitting rooms and time slots took much longer than anticipated, which created friction in the experience when booking an appointment.
Based on Alex’s investigation on the vendor’s technical capabilities and limitations, we realized that we would need to build an internal administrative tool in order to scale this feature to suit our business needs.
We held off on launching the feature to all Clubhouses, and pivoted efforts in order to quickly create the internal processes needed to scale the stylist (and customer) facing experience.
The team cadenced the Clubhouse launch over the course of 3 weeks.
Our team continued to monitor stakeholder feedback through Intercom, but only minor, bug-related issues came through. For a launch this large, we assumed that no (big) news was good news.
We launched our appointment scheduling ecosystem in August 2018 and are currently monitoring for lifts in the number of appointments scheduled. We have been able to create diversified reports on appointment types, customer statuses, and accurate fitting times. We also created the necessary pipeline to allow our customer-facing teams to build out a customer self-serve experience for scheduling appointments.
While we realized midway through the process that we would need to create our own internal tools to scale the feature, we were able to quickly build out a solution in 3 months. Launch would not have gone as smoothly had we not worked closely with our business stakeholders, involving them in a majority of the agile process.
Leveraging data, user research, and branding to update the Trunk Club packing list. (8 min read)
Client: Trunk Club
Role: Lead Designer
The original packing list lacked clarity and did not reflect the Trunk Club brand. This led to customer confusion, and increased Customer Service call volume as well as issues with brand identification. This created a negative experience for both customers and the Service Team.
We redesigned the packing list to clearly convey how the Trunk Club service works and align with brand standards.
Service call volume declined as a result of updating the packing list and additional email communication. This created efficiencies for the Service Team and allowed resources to be allocated to more pertinent customer issues.
We were also able to partner with Marketing to create opportunities for future feature callouts, such as trunk scheduling, referral perks, and complimentary alterations.
I led the design direction with a small team of engineers, a Product Manager (hi Suzanne!); and collaborated with a few designers, Service associates, and our Creative and Marketing Teams.
Although the scope of the project was limited to redesigning the packing list, we also wanted to explore provocative options for a future solution. With support from my PM and fellow designers, we set off to leverage user research by conducting informal interviews with our Service Team. Through our interviews and looking through our database of customer issues, we learned that the most common questions that our customers asked were:
We also needed to consider:
We worked with the Service to determine a set of rules based off the highest volume of service-related questions, and began a series of design iterations based off those rules.
Much of my inspiration came from a previous designer, Andy Schwegler, who had initially worked on updating the packing list and sleeve (thanks Andy!) His direction allowed me to understand how the brand was properly conveyed.
After creating a series of prototypes, we validated the prototypes with a few Service Team associates and a few PMs and designers who were not involved with the project. We found that instructions over a total of 3 steps created the illusion that the Trunk Club service was difficult to use.
We collaborated with a copywriter (👋Kelly) and a Service associate to finesse the copy, and condensed the instructions in to 3 easy steps:
We learned from customers that the packing list was a secondary source of information, as customers were much more excited to try on the clothes first. The packing list was considered an afterthought, and there was more opportunity to leverage email and stylist communication to provide instructional clarity at the time of trunk delivery.
Since this project was scoped to just the packing list and sleeve redesign, we moved forward with launching the packing list with email and stylist communication as a fast follow-up. I worked with a couple engineers to translate the design requirements in to code.
I also took the opportunity to redesign the sleeves that were inserted in the Trunk, and update the sleeve to reflect the Trunk Club brand standards.
Once again, much of the initial design inspiration came from Andy. I created several variants and worked with the print vendor to determine an appropriate option that fit within our budget.
I collaborated with Kelly, the copywriter, to create three tag lines for each sleeve.
We had anticipated that Service call volume would not decrease significantly due to just the packing slip updates based on previous customer insights. As a fast follow, we updated email communication to intercept the customer at the time of their trunk delivery. Over the course of 3 months we noticed the Service call volume related to customer questions declined, but we also factored in additional considerations that could have led to the decline such as strengthening stylist training and communication around how the service worked.
While it was a huge win to update both the packing slip and sleeve to match brand standards, I believe it will be important to continue updating any customer-facing communication as the service changes and evolves. We were able to partner with multiple business stakeholders, such as Marketing to create opportunities for calling out features and benefits, and Creative to make sure that the tone of communication was on brand.
In terms of the project timeline, I would have wanted to validate the early designs with actual customers, which would have sped up the iterative process and surfaced insights in a more timely manner. Insight in to future business efforts to explore different outlets, such as exchanging items and sending gift trunks, would aid in determining how the packing slip communication would change.
Huge shout out to Suzanne for being my partner-in-crime throughout this entire process! 🎉
Proving that visuals can help inform and educate our customers. (5 min read)
Client: Trunk Club
Role: Paired Designer
Through previous customer interviews, we discovered that women know most fashion and style terminology except dresses. This posed a problem as we wanted to capture accurate clothing preferences and relay pertinent information to the stylist.
I don't know what 'Shift' or 'Sheath' is.
- TC Customer
Is 'Shift' just like a tie dress?
- TC Customer
By creating dress illustrations, we hoped improve our customers’ understanding of fashion terminology.
The dress illustrations didn’t increase visitor to lead conversion; however, customers were more confident on their selection on their dress preference. 'Sheath' dress selection increased by 72%. This test proved that adding illustrations benefitted the onboarding experience by providing the educational element for customers.
I paired with Jimmy, the lead designer, on this project to create the illustrations.
Utilizing results from previous customer research and referencing our current product taxonomy descriptions, I created a series of sketches that would accentuate and stylize the dress variants:
We reviewed the illustrations with the Creative and Marketing team to make sure the visuals were on brand.
With the finalized illustrations, Jimmy created several iterations, exploring a one-column and two-column view for mobile.
We settled on a two-column view on mobile, and added dress descriptions below the illustrations to provide users context on dress length.
We validated the designs with customers. In general, customers reacted positively to the visuals.
That would help. I would change my answer.
- TC Customer
I didn't know what to choose. That helps a lot!
- TC Customer
We launched an A/B test, with a sample size of 156,000 users in each group, to assess the value of implementing illustrations to the experience. The increase in conversion rate was insignificant, resulting in only a 0.74% lift, but we were surprised to learn that dress selection increased—'Sheath' selection increased by 72%.
Although the illustrations did not increase customer conversion, the test proved that visuals created an educational component to increasing customer confidence in product preference.
As a next step, we hope to add illustrations for women’s shoes, jeans, tops, and accessories, followed by men’s product categories.
A playful mix of cat UX, hardware, and software—connecting the human to the cat through robotic mice. (8 min read)
Role: Lead Designer
The Petronics team was hoping to accomplish a series of milestones prior to their first trade show (CES) in January 2018.
Following CES, the team wanted to focus on flushing out the entire app experience for product launch in May 2018. Features of interest included:
After chatting with the team on an initial direction for MVP, we settled on a few key flows that we needed to solve for:
For the pairing flow, we leveraged competitive analyses from other bluetooth pairing experiences, and iterated on a few flows before deciding on a direction.
Although the initial release would only support two modes: Control and Auto, the main hub needed to scale to accommodate multiple modes in the future, such as ‘Mini-Games.’
We also needed to think through the settings for each mode, and first-time setup. One-hand and two-hand mode added another layer of complication for Control mode.
As the team demoed the app during their roadshow, they collected user feedback to continue improving the experience.
We found that users had difficulty in understanding error handling scenarios, such as how to reorient the device. In-app tutorials was a feature that the team planned on implementing before launch in May 2018, but the feedback that we collected helped prioritize the necessity for the feature.
We continued to iterate on the experience, focusing on adding error handling scenarios and educational pieces to help the user understand how to use the device, and how to better engage the cat with Mousr.
Petronics began shipping Mousr to their first batch of customers mid-May 2018. To continue gathering feedback on the product, they established a beta group of testers who would provide feedback before fully releasing features.
You can check out the app on iTunes or the Google Play Store.
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