Turning Exfluential's fragmented campaign tracking into one centralized experience

Product Design

Product Design

Responsive Design

Responsive Design

Growth

Growth

Systems Thinking

Systems Thinking

Year

2025-2026

Client

Exfluential

Role

Product Design Lead

Exfluential is an enterprise marketing platform that helps global healthcare organizations manage branded content, customer engagement, and marketing campaigns at scale.

Exfluential is an enterprise marketing platform that helps global healthcare organizations manage branded content, customer engagement, and marketing campaigns at scale.

Context

I identified an opportunity to rethink how Exfluential's Co-op programs were managed, starting with an existing onboarding experience that had low completion and required frequent Customer Success intervention. As I dug deeper with CSMs, Engineering, and organization stakeholders, I uncovered a larger gap: organizations had no centralized way to understand how their programs or participating businesses were progressing.

I identified an opportunity to rethink how Exfluential's Co-op programs were managed, starting with an existing onboarding experience that had low completion and required frequent Customer Success intervention. As I dug deeper with CSMs, Engineering, and organization stakeholders, I uncovered a larger gap: organizations had no centralized way to understand how their programs or participating businesses were progressing.

Co-op campaigns can span multiple businesses, budgets, dates, ads, and social platforms, with a single business able to participate in multiple programs. I brought the opportunity to leadership and led the work toward a new Programs experience that would make Co-op easier to manage at scale while reducing the manual work happening behind the scenes.

The opportunity

I brought the opportunity to leadership and advocated for a broader solution: a centralized Programs experience where organizations could create and manage campaigns, understand business progress, and identify where support was needed.

The hypothesis was simple:

If organizations could see campaign progress directly in the platform, they could manage Co-op more independently, while Customer Success could spend less time manually tracking and reporting status.

I brought the opportunity to leadership and advocated for a broader solution: a centralized Programs experience where organizations could create and manage campaigns, understand business progress, and identify where support was needed.

The hypothesis was simple:

If organizations could see campaign progress directly in the platform, they could manage Co-op more independently, while Customer Success could spend less time manually tracking and reporting status.

Defining the MVP

The opportunity could have quickly expanded into a much larger campaign management system, so I led a cross-functional workshop with Engineering, Customer Success, and stakeholders to determine the highest-impact actions for an MVP.

For organizations, we narrowed the experience to three core actions:

01 Create a program
02 View a program
03 Edit a program

We intentionally prevented changes to dates, budgets, and onboarding requirements once a program became active. Allowing those changes introduced too many edge cases around funding, campaign timing, and businesses already in progress, so we prioritized a clear, manageable experience over supporting every possible scenario.

For businesses, the MVP focused on visibility rather than duplicating the full onboarding experience. They could view their progress and submitted information at a high level, while returning to onboarding for deeper details.

The challenge

The existing onboarding wasn't collecting enough information for businesses to successfully launch their campaigns, while its marketing-heavy language created additional friction for users who were typically healthcare professionals or front office staff. Low completion rates meant Customer Success Managers often had to step in, collect missing information, and manually track progress.

For organizations, the problem continued after onboarding. They couldn't see where businesses were getting stuck or how their programs were progressing without relying on weekly CSV exports and CSM updates. The challenge became designing a connected experience that improved onboarding for businesses while giving organizations the visibility and control they needed to manage multiple programs at once.

The existing onboarding wasn't collecting enough information for businesses to successfully launch their campaigns, while its marketing-heavy language created additional friction for users who were typically healthcare professionals or front office staff. Low completion rates meant Customer Success Managers often had to step in, collect missing information, and manually track progress.

For organizations, the problem continued after onboarding. They couldn't see where businesses were getting stuck or how their programs were progressing without relying on weekly CSV exports and CSM updates. The challenge became designing a connected experience that improved onboarding for businesses while giving organizations the visibility and control they needed to manage multiple programs at once.

Design principles & goals

  1. Make progress visible. Organizations should understand campaign health at a glance instead of relying on spreadsheets or Customer Success updates.


  2. Speak the user's language. Most businesses aren't marketers. The experience should use clear, familiar language instead of marketing jargon.


  3. Prevent problems before they happen. Important constraints around budgets, dates, and program requirements should be communicated before users reach decisions that are difficult to reverse.

The solution

01. Program Management

I designed a new Programs experience as a centralized home for organizations to create, manage, and monitor their Co-op campaigns. The dashboard gave admins an immediate view of program status and participating businesses, with the ability to filter, message businesses, export information, and drill into individual programs.

I worked closely with Engineering to translate the MVP decisions into practical workflows, while using stakeholder feedback and rapid prototypes to validate the hierarchy and interactions before moving into final designs.

01. Program Management

I designed a new Programs experience as a centralized home for organizations to create, manage, and monitor their Co-op campaigns. The dashboard gave admins an immediate view of program status and participating businesses, with the ability to filter, message businesses, export information, and drill into individual programs.

I worked closely with Engineering to translate the MVP decisions into practical workflows, while using stakeholder feedback and rapid prototypes to validate the hierarchy and interactions before moving into final designs.

02. Business Onboarding

I redesigned the onboarding experience to collect the information businesses actually needed to launch their campaigns while making the process easier to understand. Requirements were tailored to the social platforms selected for each program, rather than asking every business to navigate irrelevant steps.

I also rewrote the experience around the people actually completing it. Clearer language, stronger hierarchy, and less marketing jargon made campaign setup more approachable for healthcare professionals and front office staff with little marketing experience.

02. Business Onboarding

I redesigned the onboarding experience to collect the information businesses actually needed to launch their campaigns while making the process easier to understand. Requirements were tailored to the social platforms selected for each program, rather than asking every business to navigate irrelevant steps.

I also rewrote the experience around the people actually completing it. Clearer language, stronger hierarchy, and less marketing jargon made campaign setup more approachable for healthcare professionals and front office staff with little marketing experience.

03. Business Progress

I extended the Programs experience to give businesses a lightweight view of their progress and submitted information. For MVP, we intentionally kept this high-level rather than duplicating the full onboarding experience. Uploaded assets, for example, could be identified by name and thumbnail, while users could return to onboarding for the complete details.

Throughout the process, I utilized Google AI Studio and Figma AI to quickly explore multiple workflows, communicate design directions, and gather feedback across Engineering, Customer Success, and Leadership.

03. Business Progress

I extended the Programs experience to give businesses a lightweight view of their progress and submitted information. For MVP, we intentionally kept this high-level rather than duplicating the full onboarding experience. Uploaded assets, for example, could be identified by name and thumbnail, while users could return to onboarding for the complete details.

Throughout the process, I utilized Google AI Studio and Figma AI to quickly explore multiple workflows, communicate design directions, and gather feedback across Engineering, Customer Success, and Leadership.

Success Metrics

Success Metrics

Because priorities shifted before development, the experience did not ultimately ship, so I would not claim downstream product metrics.

  • 3-week design timeline from opportunity discovery through final designs

  • 6+ stakeholder and cross-functional working sessions

  • 3 core MVP actions aligned across Product, Engineering, Customer Success, and Leadership


Success metrics I would have measured:

  • Co-op onboarding completion rate

  • Reduction in CSM requests related to onboarding and program status

  • Reduction in manual CSV reporting

  • Increase in organizations independently managing Co-op programs

Reflection

This project reinforced the value of looking beyond the problem you're initially asked to solve. What started as an investigation into low onboarding completion revealed a larger gap in how organizations managed Co-op after businesses entered a program.

By stepping back to understand the broader system, I was able to reframe the opportunity, align stakeholders around a focused MVP, and lead the experience from problem discovery through final design. The biggest opportunity wasn't simply improving onboarding. It was making Co-op manageable at scale.

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