Improving the billing experience of GoTo
Improving the billing experience of GoTo
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Team & project overview
Team & project overview
Product: GoTo Admin
Subset: Invoices, OnePay, Quotes and Subscriptions
Year(s): 2024-2025
Focus: Growth
Initiatives: Broken Windows (Tech Debt), Continuous Discovery practices, The Insiders (research) program, Product Strategy and Process Improvements
Team comp: 1x PM, 1x Eng Mgr, 10± Devs, 4 UXD (1 Staff, me), 1x CD, 1x UXR
Framework: Loosely based on Agile (typically 2 week sprints)
Time frame: Rolling updates aligned with continuous delivery practices, ensuring regular enhancements and timely improvements
Resources: Chameleon Design System
Achievements: 500 % revenue boost
Weekly ARR up from 300k to $3m
We worked with a Design System Team responsible for maintaining and updating our internal Figma libraries based on a variation of the Chameleon Design System, ensuring accessibility compliance, among other tasks.
Product Designers handled both the user experience and interface design aspects. They worked in close collaboration with Content Design, UX Research, and other relevant stakeholders.
As Staff Product Designer, I oversaw the Billing Area and was involved in various initiatives and aspects of product development, business strategy, and process improvements. These efforts facilitated smoother collaboration with stakeholders. One significant initiative that streamlined our workflow was transitioning our work tracker from JIRA to Slack. By integrating a Kanban board, to-do lists, canvases, tagging, messaging, and calls within Slack, we aligned our project management tools with our primary communication platform, leading to a more efficient and effective workflow.
What’s GoTo Admin (GTA)?
What’s GoTo Admin (GTA)?
GoTo Admin is the central administration portal for managing various GoTo products and services, such as GoTo Connect, GoTo Meeting, GoTo Webinar, and various LogMeIn IT management tools (like LogMeIn Resolve, LogMeIn Pro, LogMeIn Rescue, etc.).
Essentially, it provides administrators with the tools to:
User Management: Add, remove, and manage users, assign product licenses and roles, and configure individual user settings.
Account Settings: Control account-wide settings for different GoTo products, including things like billing, subscriptions, and security features (e.g., SSO).
Device Management: Add and configure physical devices like phones and GoTo Room hardware.
Reporting and Analytics: Generate reports on product usage, user activity, call volumes, and other metrics to gain insights into how GoTo services are being utilized within the organization. This also includes activity history to track administrative actions.
System Health Monitoring: View user history and health, including audio and video quality statistics for meetings and calls.
Specific Product Configurations: Depending on the GoTo products subscribed to, admins can manage specific features like call routing, phone numbers, and AI summaries for recorded sessions.
Who's it for?
Who's it for?
The GTA system was primarily designed to support two main types of roles: Product Admin and Billing Admin. However, any user with the necessary privileges could utilize the system for a variety of purposes (this was a future goal).
Product Admins were responsible for setting up various configurations for ordered products and occasionally managing billing tasks as well. On the other hand, Billing Admins focused exclusively on billing-related activities, such as managing payment methods, tracking invoices, and in contact with Sales to request quotes they could then manage as well.
Key areas
Key areas
💁🏻♂️ For details, please click on the thumbs.
OnePay and the Unified Commerce System (UCS)
Invoices
Quotes
Subscriptions and product recommendations
The main challenge we faced was the absence of adequate support, be it software, hardware, or critical interventions such as removing obstacles in our way. Just acquiring a company-approved iPad for work and testing took an entire year.
This issue was exacerbated by a prevailing mindset within the company that stifled innovation and delayed the execution of practical solutions. Furthermore, project managers struggled with assertiveness and showed reluctance or inability to relinquish control over the roadmap, further impeding progress.
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Despite that, we've achieved some pretty remarkable outcomes, given our circumstances, all thanks to our contributions, which collectively led to an astounding 500% increase in revenue. Our weekly ARR skyrocketed, from approximately $300K to an impressive $3 million.
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