Product Research, Brainstorming
Client: Galileo (rebranded Kubrio) an early stage EdTech startup
Context: The company pivoted to a new name, mission, and business model so the founder needed to understand which part of our solution was most compelling to our customers
Solution: I conducted 60-minute interviews with our most invested parents (our ideal customers) who had children of varying ages; after analyzing the data I presented to stakeholders, made product recommendations, and the founders made a decision about the new business model
Tools Used: FigJam, Figma, Zoom, Dovetail, Google Suite
Kubrio needed a scalable business model
The founders called for research into our ideal customer's values. We needed to understand what was essential for parents to say 'yes' to our offer and what could be cut from the programming. Working closely with the founder I structured and ran product interviews. Oh, and I was only given 2 weeks to complete the project 😳
Interviewees were asked to drag the features in order of importance on our FigJam board and then explain why one was more important than another. We got an in depth look at our parents' decision-making process and deal-breakers for their child's education.
The Analysis Shed Light On Kubrio's Offer
I analyzed 11 interviewee's responses and thoughts about the product using Dovetail. I used tags to separate the Wishes, Usability Issues and Insights to be analyzed later. I categorized each quote about product features into positive and negative sentiments that we could analyze further depending on relevance.
I then reviewed screenshots of the FigJam boards as well as positive and negative sentiments to get an idea of which features were deemed more important. There were some comments that I heard repeated through each interview and were noted as an obvious pattern or something worth our attention.
I took the analysis and created insights for the team to review. Because this research project was done in a pinch I didn't have time to create a full presentation. We called an emergency team meeting with the main stakeholders and brainstormed the findings.
The team was completely remote but managed to meet to innovate on the product - we would only cross all those timezone barriers for very important meetings such as this one! Much of our work at the startup was asynchronous and agile.
During this 2 week project I worked closely with the founders to ideate based on the research and parent sentiment about our product.
I made suggestions and provided feedback on the founder's business proposals. When they suggested cutting certain programs I also warned against it based on the findings from our research. The brainstorming and pitching process resulted in a more viable and network-based business model for Kubrio as they shifted to the new name and brand.