Intuit professional tax marketing managers were working independently with multiple disconnected external agencies, resulting in disjointed customer experiences and missed expectations.
Intuit hired me to build and manage an in-house marketing design team, partner across boundaries on strategy and execution, elevate customer relationships, and accelerate business growth.
After 3+ years as a new team focused on delivering improved customer marketing experiences, increasing key performance metrics, and making a significant impact on the business, we achieved the following:
And how we work mattered as much as what we accomplish. The team met or exceeded nearly all internal expectations and received a…
See the work and how we did it.
Drag the slider left and right to see the difference on customer communications.
I developed an ideal future state, including a team vision and mission, ensuring everyone was aligned on our role, goals, and direction.
6-8 external creative agencies and contractors executing campaigns and collateral
Work and results were mixed – quality, consistency, and ROI
Disjointed customer experience from end-to-end: acquisition, retention, first-time use, in-product content, onboarding, care, portfolio and brand
Agency onboarding issues
Internal marketing creative team with diverse skillsets sourced from internal and external agencies
Elevated work and results
via stronger ideation, tighter collaboration, and customer-obsession
Cohesive experiences across the moments that matter throughout the customer journey
Be customer-obsessed. Deliver value and speed to benefit. Be bold. Ensure cohesion. Develop work that resonates emotionally. Make it effective, delightful, memorable, and shareable.
Go beyond great execution to partner on marketing strategy. Transform creative production through templates, processes, and knowledge of customers, products, and business.
Improve the entire prospect and existing customer journey and end-to-end business outcomes. Role model leadership and excellence across teams and business units.
For the first six months, I was the only full-time designer, tackling marketing design needs and challenges, defining our team's vision, mission, and goals, recruiting and hiring the best candidates, and developing strong relationships with key stakeholders across the business.
Over the next four years, I recruited, hired, and managed six awesome full-time content and visual designers, five design contractors, one motion graphics contractor. We experimented, learned, and optimized how to effectively and efficiently collaborate across office locations in California and Texas.
It wasn't always easy, but we knew we could count on each other. We grew and supported one another by giving feedback to make the work better, offering new ideas to try as our roles and responsibilities evolved, and sharing a few laughs every day.
Effective virtual collaboration is not only necessary, it's delightful. The skills and considerations to seamlessly partner with coworkers in different time zones are mirror great design skills—empathizing with others, understanding their challenges, needs and wants, thinking bold to generate unexpected ideas, and then rapidly experimenting to see what works and what we can learn. Plus, so many great tools now exist to organize and document discussions and workflows, we were able to establish a strong team culture while staying laser-focused on our priorities.
I developed, documented, introduced, and trained marketing and design teams on new collaboration tools, techniques and processes. These processes provided a firm, but flexible foundation to build upon and helped connect people, content, and experiences to improve quality and consistency of our tactics, campaigns, and end-to-end customer journeys.
Processes and procedures should be both fixed and flexible. They exist to help individuals and teams move with speed; eliminating questions, confusion, and obstacles. They should also not limit the creativity and ingenuity of those trying to solve important problems, and improve how and what work gets done.
One my favorite pieces of wisdom is to embrace change as the only constant. Very few things are more satisfying to me than changing something for the better.
Over four years, we never stopped trying to improve ourselves, our tools, our processes, and our organization. Our constructive dissatisfaction and willingness to experiment resulted in a culture of continuous improvement.
Those lessons, that experience, made a real difference. My time at Intuit will stay with me forever.