<aside> 💡 This is an article documented my work on improving Remotion’s onboarding as a product owner/ designer, resulted in a >10% boost in the activation rate.

This article covers the process of:

1. Project Defining to Problem scoping
2. Refining solution direction
3. Design Outcome
4. Data tracking for success

Highlighting my product thinking and decision making process when tackling complex, ambiguous product building scenarios. Meanwhile a demonstration of design craft and design decision can be found on the Figma file here

</aside>

0. Backstory

Context

About the time I joined, Remotion made the switch from concierge onboarding (making demo calls) to self-serve onboarding, in order to facilitate product-led growth. Since we no longer had anyone showcasing our product with explanations and walkthroughs to our new users, the activation and retention rate had been significantly low into 9%.

Goal

The top-level project goal is to increase the number of teams to hit the activation goal - having 2 calls on 2 separate days.

*Our CEO Alex and I believed that if a team come back to make call on a second day is a good sign of an activated team-based on the rationale that most people make up their mind about the product on the first day.

Top-level constraints

1. It’s fundamentally difficult to onboard a social product, a product that requires someone else (your team) to get the value.
2. With Remotion being on macOS only, people are less willing to make the effort to download and try it.
3. The user journey covers both the web and macOS, and iterations take longer than just the web.
4. At the same time, we were still in the process to figure out our positioning and product features - we had to keep updating when the core experience iterated.