Customers managed separate accounts across brands, creating a fragmented experience and limiting visibility into their services. From a business perspective, this reduced opportunities to cross-sell and upsell across Neighborly brands.
To address this, we aligned with stakeholders and franchise owners to define MVP scope and key customer needs, then ran two rounds of usability testing in Maze to validate the experience—refining friction points and confirming strong ease of use before launch.
Customer Feedback
Understanding Customer Sentiment After Launch
To understand customer sentiment after launch, we distributed a survey via email and an in-product prompt triggered at logout. Survey results showed strong ease of use (4.3/5) and information clarity (4.0/5), while highlighting the payment experience (3.2/5) as an area for improvement.
Phase I
Expanding the experience
With the foundation in place, the focus shifted from completing tasks to driving ongoing engagement and service discovery. By surfacing relevant services during key moments, the experience created new opportunities for cross-sell and upsell across brands.
Impact:
15% prepaid for the season
10% added additional services
5% moved to recurring plans
Phase II
Shifting beyond utility
Phase II shifted the experience from a utilitarian, task-based tool to a more service-driven platform—surfacing services, recommendations, and ongoing needs. At the same time, the team moved toward faster outputs and quicker outcomes. I used Lovable to rapidly prototype concepts, giving leadership something real to react to and helping engineers move faster on feasibility.
What’s Next
Moving into Phase II
With leadership buy-in, Phase II is now moving into active development across additional brands. I used Figma to design the core experience, then leveraged Claude to quickly build out the rest of the flows, turning ideas into working concepts that helped validate feasibility and align with engineering early.
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