Built Cross-Vertical Experimentation Program Driving 59% Revenue Growth

Thanks for this question, James! Prior to my stepping into the role, it was very difficult to secure consistent product, design, and engineering resources to run site experiments for paid marketing. With that, I had taken the initiative to run some self-serve tests focused on paid marketing conversion rate improvement, including a handful of simple, low-effort copy a/b experiments on H1s across our highest-volume marketing pages for the product line I was embedded in. The winning variants drove up to 75% lifts in conversion rate and up to 76% increases in revenue per session. While I was able to productionalize these wins within my vertical, scaling the learnings across the broader business depended on counterparts in other verticals recognizing the value of these hypotheses and prioritizing experimentation around them. These types of results made it clear to leadership that investing in paid marketing through experimentation could be highly fruitful. At the same time, the slow pace of scaling these learnings across the business highlighted the opportunity cost of our decentralized model: even when a high-impact opportunity was identified and proven in one part of the organization, there was no mechanism to systematically apply that learning elsewhere.

Hi Erin, thanks for these great questions and lovely to meet you! 1. It was a team effort across multiple departments to achieve that +59% growth - a combination of conversion rate optimization from our team, commercial (pricing) wins from business development, strategic expansion of acquisition efforts from marketing, and partnership with finance to fund it all. We measured this in gross revenue driven attributable to performance marketing spend on direct response campaigns 2. These particular wins focused on maximizing efficiency upper funnel, equipping shoppers actively in-market for specific financial products with the right research, calculators, and comparison tools to identify the products and services that would best fulfill their needs. Simultaneously, we laid a foundation for future engagement by registering consenting users as members, upon which they were invited to share more information about their financial goals more broadly.