I led a cross-functional effort to reframe SMB/MM segment as a strategic growth channel. By designing listing tools and retention-focused reporting, we generated a $500K+ QoQ revenue increase, 85% adoption, and saved our partners an average of 7 days/month
I didn't just redesign an interface. I repositioned a whole partner segment, drove cross-functional cohesion, and delivered measurable business impact.
Revenue (QoQ)
Adoption
Time saved
Historically, the company prioritized enterprise clients, believing SMB/MM (Small-Medium Business/Mid-Market) clients weren’t a strong revenue driver.
Retention dropped 10% due to macroeconomic shifts that led to decreased contract renewals, we were forced to reconsider—and realized an untapped growth opportunity in this segment.
Could we shift the company’s mindset and validate SMB/MM as a strategic customer type?
Product Strategy, Vision, Research, IXD, Visual Design
1 month
1 PM, 1 Engs, 1 PD
Painpoint
SMB partners couldn’t list properties, so they couldn’t sell and without visibility, we couldn’t monetize. This wasn’t a design UX issue; it was a structural business problem.
Action
I co-led with PM to create a standalone interface enabling SMB/MM listing creation. We contrasted building full property management platform vs. a lightweight MVP. We chose MVP for speed, to quickly test viability and revenue impact.
This was the first step in unlocking SMB/MM growth.
With PM departure, I led and managed the reporting initative.
Pain Point
Internal teams disagreed on which metrics were most important. Sales wanted engagement stats and partners needed clarity on conversions.
Action
To bridge this gap, I leveraged design workshops, user research, and stakeholder insights, then validated our approach through a focus group of partners.
This ensured we landed on a data set that was both actionable and feasible.
I then worked closely with Sales and Data Science to refine how these insights were displayed in the dashboard.
I recommended we break up the launches into core and premium to prioritize quick wins for the SMB/MM segments.
This allowed us to launch essential features for basic reporting faster, while more advanced reporting features could be refined and tested in parallel, ensuring that the more complex functionalities were launched only when we had gathered enough feedback.
The team was aligned.
Pain point
Users needed a quick way to assess performance.
Action
In this MVP phase, I focused on creating a simple, digestible summary view that prioritized high-level metrics.
Feedback
During usability testing, people praised the simplicity but needed more context to understand why their metrics were trending a certain way.
This insight drove the creation of iteration 2, where we integrated deeper analysis to provide clearer explanations behind the trends.
Outcome
This MVP gave partners immediate access to key data and increased engagement by 10% in the first two months.
Pain Point
While the MVP provided an overview, users needed more depth to understand the “why” behind their metrics.
Action
I introduced trend charts, comparative metrics, and actionable recommendations. This was critical in helping users make data-driven decisions, moving beyond reactive reporting to proactive strategy.
Feedback
In focus groups, users confirmed that trend analysis made it easier for them to adjust strategies based on real data, boosting their confidence in the platform.
Outcome
By making the data actionable, we saw a 25% increase in platform adoption by SMB/MM partners and a noticeable improvement in retention.
I created a design system for data visualizations to build consistency and save time for our team as they build new features.
This wasn’t just about a dashboard—it was about proving SMB/MM’s value and securing their future on the platform. By using design to drive strategic decisions, I turned a neglected segment into an engaged, revenue-generating customer base.
