Increased trainer enrollment by 600% and enabled $1M pre-seed round
Trainr built a management platform to give performance trainers the ability to better manage their clients, their services and payments from their clients.
This study follows the work I did with the leadership team and other stakeholders, at Trainr, to help redefine the UX Strategy for their marque product. The end result netted an amazing win for the business by proving a fit in the market, providing the traction needed to secure their first major investment.
Increased user engagement by 600% and enabled $1M pre-seed round
Trainr built a management platform to give performance trainers the ability to better manage their clients, their services and payments from their clients.
This study follows the work I did with the leadership team and other stakeholders, at Trainr, to help redefine the UX Strategy for their marque product. The end result netted an amazing win for the business by proving a fit in the market, and in doing so providing the traction needed to raise their first round of investments.
Situation.
Increasing revenue generation per trainer.
In the previous version of the trainr platform, the leadership hypothesized that trainers would pay to give their clients free access to schedule on-demand. As well, they crafted an experience that was content-first for the trainers – believing they could drive revenue for trainers through digital training sessions and content creation. Unfortunately, this hypothesis proved unfruitful.
Our new objective was now research why the previous hypothesis failed, do a deeper dive into what trainers needed versus what they expressed as a desire. Then, once the research had been synthesized, develop a new UX Strategy that included functionality that responded to consumer needs and would generate growth.
Situation.
Increasing revenue generation per trainer.
In the previous version of the trainr platform, the leadership hypothesized that trainers would pay to give their clients free access to schedule on-demand. As well, they crafted an experience that was content-first for the trainers – believing they could drive revenue for trainers through digital training sessions and content creation. Unfortunately, this hypothesis proved unfruitful.
Our new objective was now research why the previous hypothesis failed, do a deeper dive into what trainers needed versus what they expressed as a desire. Then, once the research had been synthesized, develop a new UX Strategy that included functionality that responded to consumer needs and would generate growth.
Task.
Build a high value user experience centered on data not content.
After conducting numerous interviews with trainers on the road and at conferences, we began to identify a solid pattern and was able to create a comprehensive user needs analysis that would help us to update our ideal customer profile.
Our revised ICP became the driver for a better user experience that would allow trainers to manage their client’s bookings, communication and payments with less friction. As well, we wanted to give them tools that would extend their capacity as trainers via workout video distribution.
Task.
Build a high value user experience centered on data not content.
After conducting numerous interviews with trainers on the road and at conferences, we began to identify a solid pattern and was able to create a comprehensive user needs analysis that would help us to update our ideal customer profile.
Our revised ICP became the driver for a better user experience that would allow trainers to manage their client’s bookings, communication and payments with less friction. As well, we wanted to give them tools that would extend their capacity as trainers via workout video distribution.
Results.
Increase in post-launch user interaction growth.
One of the keys to pulling off a major product pivot in 12 weeks was working and collaborating really closely as a cross-functional team. I worked really closely with the Product Manager and Lead Software Engineer (more engineers joined the project later). We shared all assumptions and hypotheses together as a cross-functional team.
Such collaboration led to some pretty amazing results:
• 600% increase in trainer registrations
• Increase in user engagement and interactions led to $1M pre-seed investment acquisition
Results.
Increase in post-launch user interaction growth.
One of the keys to pulling off a major product pivot in 12 weeks was working and collaborating really closely as a cross-functional team. I worked really closely with the Product Manager and Lead Software Engineer (more engineers joined the project later). We shared all assumptions and hypotheses together as a cross-functional team.
Such collaboration led to some pretty amazing results:
• 600% increase in trainer registrations
• Increase in user engagement and interactions led to $1M pre-seed investment acquisition