Intuit Account Manager
As the design leader for the One Intuit Account initiative, I transformed how customers manage their accounts across the product ecosystem, replacing bespoke experiences that generated 3M annual support calls ($44M cost) with a unified experience. The redesign increased engagement for TurboTax & Quickbooks by 18% with a 5% direction decrease in contacts, and allowed for new growth opportunities for the new platform.
Problem
Customer: As a customer, I want to easily find and manage my account and data, but I don't realize the changes I make to one product affect other products too, which leads me to call for help. Business: Bespoke account experiences resulted in over 3M support calls every year (roughly ~$44M).
Hypothesis
If we unify all account related experiences into a single destination for customers to manage and self-serve, then they will understand that some data is shared throughout the Intuit ecosystem, which would reduce the amount of mistakes and save the company money by reducing support calls.
Challenges
The Account Manager redesign occurred during Intuit's challenging transition to a unified code framework (AppFabric). During this time, I navigated the Account Manager redesign despite significant constraints — our once-centralized system was now split across different teams through the new Contribution Platform, each team prioritized this work differently (very low), and we had only one dedicated developer for the relaunch on our new Account Manager team. Our solution: wrap existing widgets in the new framework first rather than delay the project, allowing us to test our Hub & Spoke framework as an MVP and measure impact quickly. This approach validated our design direction and created a roadmap of pre-tested enhancements (qualitative research with customers) that distributed teams could implement over time, making complex ecosystem changes manageable despite limited resources.
Design Rationale
I championed the implementation of the new Intuit Design System by identifying shared interaction patterns across different product teams. I advocated for consistency to enhance the customer experience, emphasizing that users shouldn't have to adjust their mental models between pages due to arbitrary design choices. I addressed challenges with junior designers who misused design components by not following available documentation and guidelines.
Next Steps
While our team continuously enhanced the platform with incremental improvements—including Identity's first machine learning feature that predicted and suggested customer actions—I envisioned something more transformative. My ambitious goal was to evolve the Account Manager beyond a reactive tool for fixing issues into a proactive financial ally. I saw unique potential in this being the only place where customers could view their complete financial picture in one location. Rather than just an administrative hub, it could become a virtual financial advisor that proactively guided users toward better financial outcomes. Though these concepts showed promise, they ultimately remained unrealized when company priorities shifted in a different direction.