How might we enable Lyft Business customers to troubleshoot issues and escalate to customer support when necessary?
I was charged with standing up the first knowledge base and contact form for Lyft Business customers. With a 10 week timeline and limited resources, I wore multiple hats—handling UX research, information architecture, system configuration, content strategy, UI/design and orchestration across a cross-disciplinary team.
Stakeholder team: Head of Customer Engagement & Advocacy, Director of Lyft Business Product
Partner team: System Tools Administrator, Product Marketing Manager, Customer Support, Account Manager, Engineering, Sales Enablement, Copywriter
Time constraints: 10 week timeline to understand and build for a complex product landscape (multiple B2B products x multiple industry verticals x multiple use cases x multiple provisions)
Resource constraints: Content Specialist role had not been filled—also requiring my participation with interviewing candidates over project duration
Technical constraints: Single routing/no reroutes , no conditional fields/logic, no intake data
Gathered requirements from key stakeholders (CEA, Product, Marketing, Sales, CET)
Attended customer-facing training sessions to get a feel for the expectations we set and level of training provided to new users
Learning: Attended internal sales enablement syncs to see what questions our AMs were unable to answer for customers. I learned engineers were often the only person in the meeting who knew the answer to these usability questions. I knew we had to do a better job of centralizing and surfacing this info by making it available internally and externally.
Shadowing support associates to understand how they navigate their internal toolset in order to resolve customer issues.
Backed-out of deadline (loosely defined timeline leaving room for scope changes)
Partnered with systems architect team — prepared an analysis of 4 possible build methods against criteria and decided on shared backend and custom frontend for a "best of both" approach.
I looked at the relationship of properties commonly used in the B2B space (Help Centers <> Contact Forms <> Marketing Sites — stand alone vs. integrated)
Because this knowledge base had to work for all customers using a variety of B2B products across many use cases and industry verticals, I created persona-based user stories to benchmark assumptions against.
Content audited across disparate sources and grouped across customer lifecycle. This involved gathering one-off FAQs, static troubleshooting docs, training decks, getting started PDFs, etc. This helped us gauge the content types to architect around. As we explored IA and decision tree logic for selection pathways —relationships between issue types were A/B tested with active users for findability (Optimal Workshop, Google Forms).
With the constraint of no conditional logic for beta, our contact form had to work for any issue type—meaning we needed to include the right balance of inputs that would help an associate resolve most issues upon first-touch. In order to look at the inputs required to solve any issue and score their importance/frequency, I created an evaluation matrix.
When it came to the order of inputs for the contact form, we modeled the structure after the natural flow of an associate support interaction on chat or phone—using their investigation steps as a template.
“Laura wrangled a complex business by using skills that this business has never even seen before. She did it in a way that allowed everyone to have a collaborative seat at the table. She fostered a #makeithappen mentality. She could have (and should have) let plates drop, but decided instead to deliver for our customers, oftentimes pushing herself and Lyft Business to do more. She lead conversations and pushed for answers when there were none forthcoming. I could not have asked for a more engaged person.”
Mike de Jesus, Head of Customer Engagement & Advocacy, Lyft Business