CONTEXT
B2B, Fintech Data Analysis
ROLE
UX Lead
KEYWORDS
Decision Support, Design System
RESULTS
Unblocked growth to $10M ARR
Second Measure transforms raw consumer transaction data, into actionable insights for investors.
I focused on unblocking users early, maintaining release momentum, and designing a system that could evolve without constant rework.
HOW I DID IT
When Great Data Stops Selling Itself
Before I arrived, Second Measure was getting early adoption due to it’s phenomenal data. Hedge fund analysts, the primary users, depended on deep, sprawling analyses to make investment decisions.
A underperforming UX undermined credibility. It turned what should have been a self-serve product, into a high-touch one. It made sales demos slower, and raised retention concerns as early contracts came up for renewal.
I was hired as the first UX lead to help untangle the product and unblock its growth toward our $10M ARR goal.
WHAT WASN'T WORKING — Sales reps had to manually guide prospects to an “aha” moment, slowing the sales cycle. Plus, after purchase, customers still relied on support and data analysts to extract insights.
Set The Team Up For Success - QUICKLY!
We had a lot of work to do, and we needed to buy time. I had a lot to learn about users, and the product need a more flexible back-end.
I opted for a strategically timed declutter. I proposed a deliberately narrow usability intervention: a heuristic review to reduce visual clutter and clarify information hierarchy.
This minor change accomplished a lot for everyone:
→ Customers saw product progress
→ Design and engineering working together for first time
→ Sales reengaged with customers up for renewal
→ Allowed me to recruit users for UX research
→ Made space for research and real redesign
Temporary fix: consolidate filters, make more space for data
Build the Conditions for a Real Redesign
After that quick win, the redesign took a year to fully roll out. During that time, the team grew, the company underwent a full rebrand, and… we never stopped shipping!
All that filtering and structure our users required, meant a big investment in backend flexibility.
While the backend teams put that foundation in place:
→ Customers saw continued product progress
→ Sales demos continuously improved
→ Engaged users in ongoing prototyping and feedback
→ We completed a shared components library
The redesign became a system the team could extend rather than a one-time release. And the entire company worked enthusiastically towards its release.
DESIGN Around ACTUAL Analyst Workflows
With early friction reduced, I reframed the redesign around how hedge fund analysts actually reason:
start with a target company
validate performance over time
expand to industry-wide trend
run peer comparison
slice the data across geos, sectors, and more
Working closely with the data team, we defined a flexible filtering model that allowed users to move fluidly between detail, comparison, and industry views.
We intentionally avoided a traditional dashboard, anchoring all workflows in company search and analysis, and used consistent visualization rules to support fast, accurate comparison.
The result looks deceptively simple.
Quick action filter pills, plus a full filter panel triggered by the "more options" button. Every analysis has a unique set of filters, ranging from simple to multi-level complexity. Design, engineering and data teams work together to define these for each new feature release.
What Shipped:
A Scalable Analytical System
The final product supported progressive analysis—from company performance to peer and industry views—without fragmenting the experience.
A modular filtering system, shared components, and consistent visualization standards dramatically increased development speed, enabled closer collaboration between design, data, and engineering, and allowed new analytical capabilities to ship without destabilizing the core experience.
Business Impact:
From Support Burden to Growth Engine
After launch, analysts could independently explore performance, comparisons, and industry trends without relying on sales or data teams.
We turned a cost center to an innovation driver:
→ Basic analysis requests disappeared
→ Sophisticated ones became new product features
For the business, the redesigned system grew with us to our $10M ARR goal by enabling speedier sales conversations and easier renewals.
$10M ARR
Unlocked