Lead generation experience transformation

What problem or opportunity existed?

The digital experience supporting insurance lead generation was doing its job for the products it had been built around — and only those. Every time the business wanted to bring an additional insurance product or program into the acquisition journey, the work looked less like configuration and more like construction.

That created a ceiling. Growth ambitions were effectively constrained by how quickly the acquisition experience could be extended, and the experience itself carried the accumulated seams of products bolted on over time. Prospective customers navigated a journey that reflected internal product structure more than their own decision-making.

What I owned, led, and influenced.

I led the user experience strategy and redesign of the lead generation journey, and drove the product thinking behind making the platform extensible. That meant owning both halves: the customer-facing experience — how someone moves from interest to a submitted lead — and the underlying model determining how new products could be introduced into that flow.

Teams, systems, and constraints involved.

Insurance acquisition carries constraints that most conversion work does not. Product structures are genuinely complicated, information requirements are non-negotiable in places, and compliance shapes what can be asked and how. Simplifying the experience could not mean simplifying away things that had to be there.

There was also a tension to manage between immediate conversion performance and long-term flexibility. The straightforward path would have been optimizing the existing funnel for the products already in it. That would have delivered a nearer-term lift and rebuilt the same ceiling.

The strategy, experience, or operating model introduced.

I reframed the work from redesign to platform. The visible outcome was a clearer, more coherent acquisition journey organized around how customers actually evaluate insurance rather than how products are internally categorized. The more consequential outcome was structural: an experience architecture where an additional insurance product or program could be introduced into the lead generation journey as an extension of the platform rather than a bespoke build.

That distinction is what turned a conversion project into a growth capability.

Aligning teams and moving the initiative forward.

The central leadership task was keeping the scalability argument alive when the pressure was toward shipping the visible redesign. I made that case in business terms — the cost of every future product launch, and the speed the business would gain — rather than as a technical preference.

I worked closely with product, marketing, engineering, and business stakeholders to define what extensibility actually needed to mean in practice, and used customer evidence to settle journey questions that would otherwise have been resolved by seniority.

The impact that resulted.

Following launch, the experience generated more than 1 million leads. Equally important, the platform could absorb additional insurance products and programs into the acquisition journey — turning a one-time redesign into an asset that supported continued business growth.

The leadership capabilities shown.

Product leadership applied to growth: seeing past the immediate redesign brief to the constraint underneath it, and building an experience that scales with the business instead of one that has to be rebuilt each time the business changes.

• UX Strategy
• Product Leadership
• Lead Generation
• Conversion
• Customer Journey
• Platform Scalability
• Digital Growth