Kelsey Mustra

Case Study: Evolving a B2C Product for B2B Success

Background

Project
Teams Offering for B2B market

Tools: Figma, HotJar, Azure DevOps, Sharepoint

Role
UX Product Designer at The Myers-Briggs Company

Year
2023 – 2024

We set out to adapt an existing direct-to-consumer (B2C) team insights product to better serve our growing base of business-to-business (B2B) customers. Originally built for one-time purchases by individual teams, the product lacked the flexibility and scalability that B2B clients needed, particularly around user roles, team management, and long-term engagement. As users tried to use the existing offering to fit their needs, we found repetitive issues appearing in our Voice of the Customer reports, created by our support teams in Salesforce. We used these customer pain points to identify our opportunities for improvement.

Impact
  • Reduced customer support tickets related to scalability by 75%
  • Put the company 20% ahead of goal for Teams products
  • Reduced engineering time spent assisting customer support
  • Increased customer retention and subsequent purchases
  • Improved stakeholder management processes
The Opportunity

How might we help B2B users gain valuable and evolving team insights with flexible, scalable tools while preserving a seamless experience for end users?

While the original product offered team-type discovery and collaboration insights, it was designed with a static, one-time-use journey tailored to small consumer teams as was not scalable. As B2B clients began using the product, major usability issues surfaced.

  • Poor fit for executive users who had experience with our broader suite but found this offering inflexible
  • No support for role-based access or team administration
  • Inability to reuse the product for evolving teams, unable to add or remove members
  • Technical limitations preventing users from joining multiple teams or inputting their own MBTI type if known
Research & Discovery
USER INTERVIEWS & Surveys

I partnered with Customer Support to review Salesforce tickets and customer interview transcripts from earlier initiatives where a clear story formed about particular pain points related to scalability. Began a survey through Hotjar to also grab direct user feedback on their common actions and pain points, to identify if the project would apply to a sufficient amount of users. Summarized this data and identified key user frustrations and unmet needs.

Competitive & Heuristic Analysis

Conducted heuristic evaluations of competitor platforms from which I built a competitive feature matrix to evaluate strengths, gaps, and opportunities.

Personas

We identified two distinct primary users.

  • Certified Practitioners: MBTI Certified users with access to our assessment platform and advanced tools
  • Basic Users: General users without certification or platform access
A digital persona profile for Leslie, an HR leader, featuring her age, occupation, highlights of her personality traits, and a bio explaining her interests in th Teams product.

We identified secondary user group, the team members completing assessments, required a seamless, low-friction experience.

A tertiary audience of executives and decision-makers needed high-level value delivered quickly.

Key Insights
  • The need for flexibility in managing evolving teams
  • A demand for administrative control and reporting- No current support for role-based access
  • Friction in onboarding due to rigid data structures (e.g., no support for pre-existing MBTI types)
  • Poor fit for executive users who had experience with our broader suite but found this offering inflexible
Ideation & Concepts
User Flows & Information Architecture

Started by mapping out the distinct paths for administrators, team members, and Certified Practitioners on their user journeys, accounting for setup, management, and insight delivery across user types. Collaborated with internal teams (Support, QA, Engineering) to identify and resolve legacy pain points and ensure our solution would be technically feasible based on our tech stack and legacy databases.

It was good to involve Engineering early, as we did find our tech stack would not allow our first idea to be feasibly implemented within the timeline and budget. We brainstormed with the team to ensure our new approach was a lower level or effort for development, but still provided a seamless experience for users.

Flowchart comparing B2C and B2B workflows for team management and insights generation, illustrating phases such as setup, assessment completion, insights, and continued use, with distinct processes for each.
Closing the gap: The updated journey allows our product to grow with our users, and re-engage them
Stakeholder alignment

As we began sharing early concepts, we encountered misalignment among stakeholders about which user groups to prioritize for the initial release. Some wanted to focus on certified practitioners, and some wanted to target a broader market that included non-certified users. This needs a clear approach, as many functions are restricted to certified pracittioners only, to align with the ethical use of the MBTI Assessment.

On top of the user focus, general requirements of functionality were shifting frequently, making it difficult to move forward with clarity. To address this, we increased the cadence of feedback sessions, proactively re-shared our documentation weekly, and facilitated working sessions to realign on goals.

We found that visuals helped stakeholders understand the misalignment better and helped them come to consensus faster than simply text based information. This lead to us leveraging personas, user journey maps, and charts more with them on this project, and future ones.

Ultimately, we gained consensus on defining a minimum viable product (MVP), which enabled us to focus our design efforts and establish a clear go-to-market strategy. By prioritizing features that served the broadest set of potential users (non-certified), we laid a strong foundation for iterative improvements that would address additional needs for certified users over time.

A table presenting the key functionality matrix for B2B and legacy B2C products, showing various features such as product flexibility, account setup, assessment flexibility, account management, purchasing, and self-guided content.
MVP Prioritization

Focused on core functionality shared across user types, deferring advanced Certified Practitioner features for a future release. Prioritized reusing elements from the B2C product to reduce overhead.

Design Execution
Wireframes to High-Fidelity Prototypes

Collaborated with the UX/UI Designer on the team and we created low- and high-fidelity mockups in Figma using our design system, with role-based interactions and contextual messaging. Designed a new dashboard experience in the existing Elevate platform, to fit this new product into the existing ecosystem. Built interactive prototypes in Figma for user walkthroughs and early feedback.

Design Decisions

Leveraged our design system to accelerate development and ensure consistency. Worked around platform limitations with engineering (e.g., database structure) and balanced stakeholder input with user needs to deliver a solution aligned with both goals that was feasible on our tight deadline. Carefully designed where the new item would be added into the navigation, as based on the user’s certifications and account type, some navigation items hide or show.

Mockups displaying user journeys for practitioners managing team members and team member dashboards for a UX design project.
Testing & Validation

Conducted usability testing using the prototype with a small group of volunteer users to collect feedback on usability, role clarity, and expected behaviors.

We found that while we had prioritized help text to explain some concepts to users on screen, as users went to use the software subsequently it was burdensome and took up valuable screen real-estate and affected how simply they could scan content on the screen. Using this feedback we took another pass to shorten up the text content on each screen, and instead wrote up more detailed Zendesk support pages that users could visit if they needed more assistance.

We also were able to A/B test a functionality on the ‘Edit Team’ screen and get some user feedback. We had started with two options there, as based on our user research the main thing users wanted was to be able to add members to the team. We started with a screen that had the ‘Add Member’ inputs always visible, but this made the content heirarchy unclear and muddled on the page, so we also tried out a solution where the inputs were hidden until an ‘Add Member’ button was selected. Testing users confirmed that the persistent add form was confusing, and although the ‘Add Member’ button added an additional click and a little friction, it made the page much clearer for users.

Two UI design options for adding team members: Option 1 shows a persistent add member function, while Option 2 requires a button trigger to display the add member interface.
Development Handoff & Implementation
Knowledge management

I created a SharePoint knowledge base with meeting notes, specs, and research documentation. To ensure stakeholder alignment, and ensure seamless development handoff, we provided a detailed Word-based spec doc linking to all relevant Figma files. Also used Figma’s organized file structure and design system components to streamline dev handoff, while documenting new components thoroughly with interaction and visual state guidance.

A interface design mockup showing popovers and data tables for an application, with sections labeled for inventory status, team member management, and design guidelines.
Design QA & Internal UAT

Ran internal design QA and user acceptance testing with uninvolved employees to simulate a fresh user journey. Findings fed back into bug tickets or feedback for further iterations, which we added to the backlog. Collaborated closely with QA and product to validate edge cases, complete user acceptance testing (UAT), and prepare for launch.

A series of user interface frames showing the experience of a respondent with an existing account on mbtionline teams, including confirmation and assessment screens.
Go to Market Support

Partnered with the marketing team to align product visuals, messaging, and coordinate on timing of release to support their go-to-market plan. Designed a new product page using design system components. Our design team led product trainings as well for internal teams, such as sales and customer support.

A mockup of the Elevate Marketing Page for Online Teams, featuring sections on teamwork foundations, team dynamics, communication, and personal development.
Outcome & Impact

✅ Product successfully launched with immediate user adoption
✅ New stream of revenue making teams related products a top seller
✅ B2C pathway sunset in favor of this new B2B experience
✅ Salesforce ticket volume dropped significantly after Certified Practitioner enhancements
✅ Cross-team alignment improved due to shared knowledge bases and design system

Screenshot of the Teams dashboard, displaying options to create a new team, search for team names, and view teams with their statuses such as draft and completed.
Screenshot of a team management interface for a project named 'NBC Comedy Team,' showing team members, their email addresses, status of their MBTI assessments, and options for team administration.
 Reflection & Learnings

This project significantly deepened my skills in:

  • Designing for multiple user types with overlapping but distinct journeys
  • Advocating for user-centered design in the face of business and technical constraints
  • Using a design system effectively to speed up high-fidelity output and reduce inconsistencies
  • Driving cross-functional collaboration across departments with different priorities

Building an MVP for multiple primary users is complex. Not every power user was delighted at launch but by responding quickly to feedback, we regained trust and delivered value. This experience strengthened my ability to lead product design through ambiguity, balance user needs with business realities, and scale design systems for growth.