Liam
Free & Premium
Snapshot
✨ Highlights
- Delivered Free and Premium plans for Jira and Confluence
- Owned the end-to-end experience and design quality across the entire program of work
- Led a team of 40+ designers across multiple distinct orgs
🎯 Impact
- Increased the percentage of revenue attributed to Atlassian Cloud products from 50% to 60%
- Contributed to a total revenue increase of over $100M between Q1 2020 and Q1 2021
📫 Want to learn more about my work or go deeper on a case study? Get in touch.
Context
In 2019, I was asked to lead the end-to-end experience of the Free and Premium plans for Jira and Confluence. This was a complex project spanning multiple teams and geos across Atlassian. Prior to this effort, Atlassian only offered a single, per user pricing tier, which was a barrier to entry for many potential cloud customers.
Before
Prior to this effort, Atlassian only offered a single, per user pricing tier.
Atlassian’s cloud pricing model before the introduction of Free and Premium
After
To open the funnel and attract more customers to the cloud, we introduced Free and Premium plans.
Atlassian’s cloud pricing model after the introduction of Free and Premium
Star diagrams
Simple star diagrams were created to better align and understand the scope of the effort. These simple outputs are a great way to understand the scope of an effort without getting caught up in specific UI or implementation details.
Pricing page journeys - Getting started and high-touch sales
Feature upsell journeys - Discover Premium and start free trial
Billing journeys - Upgrade, downgrade, and billing journeys
Prioritizing the work
There was no single team assigned to this effort. To ensure experience quality and consistency, I needed a commitment from across the organization to prioritize this work. The email below was shared with design leaders from across Atlassian. In it, I outline what we would need to be successful, and what they could expect to see in return.
Email sent to design leaders from across Atlassian
Spotlight on the specific ask and expectations
Roles & responsibilities
When I joined this effort, my role and responsibilities were not very well defined. I was Atlassian’s first principal designer on one of our most complex programs of work. To ensure my expectations were aligned with the various teams and stakeholders, I drafted a JD for the role and asked for feedback from across the organization.
Job description defining my role on the project - Part 1
Job description defining my role on the project - Part 2
Spotlight on expectations and deliverables
Job description defining my role on the project - Part 3
Spotlight on outputs
High-level process
We used this simple diagram to align on our weekly, monthly and quarterly team processes and rituals.
Weekly, monthly and quarterly team processes and rituals
E2E journeys
The bulk of this effort was to define the end-to-end journeys during a series of cross-team, cross-functional workshops. These journeys provided a single source of truth across teams and ensured that our deliverables were aligned across the organization.
Workshopping Premium and Free journeys
Customer snapshots
Experience principles
Low fidelity journeys
Low fidelity journeys
High fidelity journeys
High fidelity journeys
E2E journey walls
E2E journey walls
Experience risks
Using the journeys as our foundation, we were able to identify and mitigate experience risks across the program of work. This included a number of clean escalations and tough go / no-go milestones.
Updating our journeys with experience risks
Program-level experience risk register
Program-level experience risk register
Program-level experience risk register
Program-level experience risk register
Clean escalations
Some of the tougher moments were when we needed to step in front of a high-priority experience risk and run a clean escalation. Although these were difficult conversations, they were made easier by the shared understanding we’d developed across teams through the journey lens.
Packaging experience risks for a clean escalation
Spotlight on the high-priority experience risks
Setting & maintaining a high experience quality bar
In addition to owning the overall experience, I was also responsible for ensuring that the experience quality was maintained across the program of work. This included working with design teams across Atlassian and occasionally stepping in to collaborate on a specific experience or feature.
Before: Competing primary CTAs
Before: Confusing conditional logic
Before: Confusing conditional logic
After: Consistency across plans
After: More room for growth experimentation
Billing before and after
Closing thoughts
This was one of the most complex programs of work I’ve been involved with. It required a high level of alignment and collaboration across Atlassian. I’m proud of the work we delivered and the impact it had on the business.
📫 Want to learn more about my work or go deeper on a case study? Get in touch.