Simplifying the journey to entertainment for 315M Prime Video customers
Fostering effortless discovery and commerce for one of the world’s largest digital media marketplaces.
Client
Amazon Prime Video
Industry
Digital Entertainment
Role
Product Design
Secondary role
User Research
Date
Location
Seattle, WA
Live Website
Scaling global channel growth and subscription management
Focused on increasing channel enrollment, improving retention, and streamlining the subscription management experience across more than 200 international markets.
Metric | Outcome |
|---|---|
Channel engagement | Achieved a 30% increase in engagement by optimizing discovery paths and purchase flows for premium channel subscriptions. |
Management efficiency | Reduced customer support call volume by 17% by resolving critical friction points in the subscription management interface. |
Operational Impact | Saved an estimated $2M per year in support costs through improved self-service subscription management experience. |
Reach | Redesigned Prime Video Store and Channel subscription experience serving a 315M monthly customers worldwide. |
Design decisions were driven by customer needs carefully researched and documented in the CXO (Customer Experience Outcome) research framework.
Solving for entitlement and offer clarity
I led the conceptual and structural phase of the Prime Video Store redesign. The primary challenge was customer confusion. Users struggled to distinguish between content included in their membership and content that required an additional purchase.
Unifying a fragmented experience: I focused on a deep dive into the information architecture to solve for premium channel discovery. By creating a unified flow across first and third-party devices, I introduced a more effective way for customers to find and subscribe to content regardless of the device they were using.
Establishing stratetic principles: I worked with the broader leadership team to establish the core principles that guided the redesign. I focused on applying these to the Store experience to create a simpler navigation, limit paid content in "free" areas, and ensure that all paid titles were clearly differentiated from the rest of the catalog.
Architecting the foundation: I translated complex e-commerce requirements into low-fidelity schemas and mid-fidelity wireframes. This structural foundation served as the roadmap for the visual design and engineering teams to build the final experience that shipped to millions of users worldwide.
A small cross-section of the deep exploration of possible discovery and purchase scenarios.
Strategic leadership as an IC
At Amazon, leadership was about connecting people and perspectives. I brought stakeholders from across the company together to share knowledge and brainstorm ideas, ensuring our shared expertise led to a great user experience that addressed customer needs.
Facilitated mutual understanding: I organized and led stakeholder workshops in Seattle and London that brought Product, Marketing, and Engineering teams into the same room. These sessions allowed every department to share their specific business needs and perspectives, creating a unified understanding of the challenges we were facing.
Prioritized actionable roadmaps: The direct result of these workshops was the prioritization and roadmapping of our most viable ideas. By facilitating these discussions, I helped the organization move past departmental silos and align on a clear path forward for the most persistent customer problems.
Connected across departments: I acted as a bridge to other parts of the company by meeting with peers in Amazon Music, Prime, Audible and Steam. These conversations allowed us to share knowledge about subscription management and retention, ensuring that our work in the Store was informed by the broader expertise of the organization.
I planned and ran cross-functional sessions to align on shared problems and co-create solutions.
