Make the offer make sense
A customer should be able to say what the product does and which plan fits them without calling support.
dhosting
Connecting product strategy, UX, and interface design to make a technically complex offer clearer at every touchpoint
Overview
dhosting sells hosting, which means selling something most customers don't fully understand. People weren't leaving because the interface was bad. They were leaving because after five minutes on the site they still couldn't tell which plan was for them. That was the problem I was hired into, and it ran deeper than the website: through sign-up, the cart, onboarding, and into the product panel.
Goals
Fix the journeys where confidence dies
Sign-up, cart, onboarding, and the migration form. Each one was leaking users at a measurable point.
Use what the company already knew
Sales and support talked to confused customers daily. None of that knowledge was reaching design decisions. My job was partly plumbing: connecting those pipes.
Research
I ran in-depth interviews focused on one gap: what users thought the product was versus what it actually did. Then surveys to check whether the patterns held at scale. The most useful source turned out to be the least glamorous one. Support's ticket categories were a ready-made map of confusion, sitting there for years, used by nobody on the product side.
Key findings
Comprehension was a conversion issue
Users who couldn't explain the offer back to me in interviews were the same profile that dropped off before checkout.
More content made things worse
Users weren't missing information. They were drowning in information that wasn't for them.
The seams read as broken trust
The website, the transactional flows, and the panel had grown separately for years. The product people bought didn't feel like the product they'd been sold.
Decision log: onboarding
The clearest example of how I work through a decision. Research showed users signing up, hitting a wall of technical configuration questions, and stalling before reaching any value.
Option one: fix the wizard
Keep the linear setup, rewrite the copy, add tooltips. Cheapest, fastest, and it treats a structural problem as a wording problem. Users weren't confused by the labels. They were being asked questions they couldn't answer yet.
Option two: front-load with smart defaults
Let users click through pre-selected choices. Fast path to "done", but it produces accounts their owners don't understand, and that debt comes back as support tickets a month later where nobody connects it to onboarding.
Option three: progressive disclosure
Start everyone with sensible defaults and surface each configuration decision at the moment it becomes relevant. The most expensive option, and it needed a stakeholder argument, because asking less upfront looks like dumbing the product down.
The criteria
We picked three criteria before picking a winner: time from sign-up to first meaningful action, support load per new account in the first month, and whether the pattern would survive new products without a redesign. Option one failed the first criterion, option two failed the second. We built option three.
The trade-off we accepted
Power users lose some speed early on. Research showed they self-served through documentation anyway, while the users we were losing were the ones the wizard was failing. We chose the struggling majority over the vocal minority, out loud, in a meeting.
What I'd do differently
Bring support in two weeks earlier. Their data was better than my first interviews and I found that out late.
Key decisions
Positioning: from feature list to plain answers
The product range got restructured around the questions customers actually asked, with the strategically important offers surfaced first instead of buried in a comparison table.
Migration form
Redesigned around the errors people actually made. Fewer fields visible at once, technical inputs explained at the point of entry. The goal was fewer failed migrations and less support time per request.
UI foundations
Reusable patterns across the acquisition experience, so handoff to development stopped being a negotiation about spacing.
Outcome
dhosting won a Forbes Diamond 2025 while this work was in progress. I was the lead product designer on the team at the time.