Launching a product

Before deciding to launch a diet application based on customized meal plans, we analized market insights, an overview of direct/indirect competitors and the market trends
and its scaling.

Customer discovery

To build a value product we needed to understand who is our customer. Behaviour, habits, motivations and frustrations are factors that should be discovered to create the user personas, stories and journey. 

We conducted several rounds of interviews to identify categories and core groups of users with common patterns. To consolidate our insights, it was great to identify them at a high level. The information gained offered us a good base from which to understand which pains we must ease and which needs we must meet. Once we defined our personas we could map out their experience using our solution. 

Having a proper visual representation of our customers emotional experience enabled us to spot areas for improvements.

“In understanding personas and behaviours, we are able to create a precise experience for audience engagement.”

User Acquisition

We studied acquisition funnels and tours, monetisation, social media coverage, paid search and ads display in google/facebook. We focused on data about traffic and daily visitors, bounce rate, target markets and geos, payment methods and pricing strategies.

Quiz Marketing Funnel

We created a quiz as the lead magnet, people would became aware of our product through it. An educational tour which would give an automated outcome at the end, based on the personal criteria introduced.

The answers would enable us to build a relationship and collect important data from our potential customers. Apart from getting them to opt-in to our mail list, the next step would be to offer a free trial subscription to our meal plan platform.

AB Testing


We always conduct A/B testing experiments with Datadog as an optimisation method to evaluate variants of a design and to find out how small changes impacts the behaviour of our audience.

We needed to confirm by data several hypotheses we formulated, to find a more effective quiz in terms of conversion. The duration of our experiments are normally two weeks, depending on the sample, goals or the evolution from the first few days. Obtaining a reliable result is not common and it’s always a celebration when we get it.

Workshop V2

We conducted a collaborative session to come up with the most important features we should implement in our product’s premium version. The expected output was not only the idea generation but also to focus and align the team towards achieving an actionable takeaway. 

It was an opportunity to encourage everyone to take ownership and feel involved in the product from the very beginning. The activity consisted of 4 different stages.


Prototyping V2

The goal of the prototype was to test the flow of our premium features and gather feedback on those before constructing the final product. The state of a prototype is fluid as the team members as well as test groups of users revises the design iteratively.

Measuring success

We created a funnel in Tableau to bring significant clarity to our sales data. We were interested in identifying customers who were dropping out of the journey, whether it was on the quiz tour or in the upgrade layers. Besides, we needed to know the main reasons the user upgrades to the premium version, which would give us valuable data about user engagement with our new features.


Every quarter we need to set a sales target and this tool helps us to estimate if we can reach it. Ultimately, this data measures the viability of the product.


UX metrics are an aspect of the user experience we can observe, capture and count. In the qualitative stage we identify issues or patterns, while in the quantitative stage we validate and quantify.
We use different methods for benchmarking and for design decisions.


Key Performance Indicators provide focus for strategic and operational improvement. Tracking progress with them means working to improve leading UX key figures, which are precursors of future success.

“To strenghten the company’s UX culture, we need to translate the progress of our UX efforts into tangible metrics.”