7-day trial journey redesign
Redesign of the 7-day trial experience to transform a limited period into an activation engine — even in the face of technical and cognitive barriers.
The company used a free 7-day trial as its primary self-service channel, but activation depended on technical and non-intuitive actions.
At the same time, there was a misalignment between product usage and plan understanding, making value perception difficult.
The resulting scenario:insufficient time for explorationcomplexity blocking activationpoorly understood value
Business ContextLow self-service conversion and high dependence on SDRs indicated a gap between acquisition, activation, and monetization. The quarter's goal was to increase PLG efficiency, raising trial conversion and improving CAC/LTV.
Project ScopeAction on the trial journey: onboarding, technical setup, activation (Aha), and conversion (checkout and plans).
The Challenge
Activation depended on a set of critical actions that were not evident in the journey — and that, in some cases, required technical knowledge to be executed.
Technical setup as entry barrier
Digital certificate configuration was mandatory to access key features but involved a sensitive, unfamiliar process with high perceived user risk.
Insufficient time for organic discovery
The 7-day period did not allow for free exploration. Without clear direction, users browsed superficially and abandoned before reaching the product's minimum value.
Misalignment between usage and value proposition
The relationship between used features and available plans was not evident, making it difficult to understand the value delivered and directly impacting conversion.
Activation and Monetization Architecture
The solution combined changes throughout the journey — inside and outside the product — to align usage, understanding, and perceived value within the trial period.
Activation stopped being a consequence of exploration and became a guided flow, acting directly at the intersection of activation and monetization.
Solution Levers
Feature review and plan alignment
Features were reorganized and re-explained to clearly reflect what each plan delivered. The experience began to directly connect feature usage with the pricing model presented at the end of the journey.
Activation journey structuring
The flow was redesigned to prioritize critical actions and reduce superficial exploration, guiding the user to the product's minimum value within the available time.
Support and education layers throughout the journey
Support mechanisms were introduced to reduce technical and cognitive friction: guided onboarding inside the product, email communication throughout the trial, consultative chat support, and decision-support elements such as simulators and volumetry references.
Design Process
The process was conducted under clear time constraints: the solution definition happened within a quarter planning week, requiring focus on quick decisions, cross-area alignment, and intensive use of existing data. More than an extensive discovery, the work was structured as a concentrated cycle of understanding, definition, and validation.
Data and behavior analysis
Quantitative data collection to identify usage patterns, drop-off points, and low progression within the trial.
Interviews and qualitative inputs
Conversations with Customer Concierge and sales teams to understand real barriers faced by users.
Problem and opportunity definition
Synthesis of learnings to identify key activation gaps regarding technical effort and value understanding.
Prototyping and validation
Exploration of solutions for journey reorganization and decision support, with stakeholder validation.
Iterative testing and adjustments
Continuous refinement of solutions based on feedback and monitoring of internal activation flows.
Results
Crescimento
Aumento no tráfego direcionado especificamente para captação de Leads B2B.
Retenção
Melhora no tempo médio de engajamento nas páginas reformuladas.
Usuários
A base de usuários ativos saltou para 2 milhões durante o período de rollout.
Mercados
Rollout simultâneo em 6 mercados globais com melhora direta na conversão final.
What this project taught me
Gestão de stakeholders mudou minha forma de trabalhar
Esse foi o principal aprendizado do projeto. Pela primeira vez, precisei entender com clareza quem acionar, quando envolver cada pessoa e qual nível de detalhe era necessário em cada conversa. Aprendi a ler roadmaps, mapear dependências, centralizar informações e manter uma comunicação clara para que todos tivessem acesso ao mesmo contexto — algo essencial em um projeto com muitos países, agendas diferentes e pouco tempo para decidir.
Growth começa com organização, não com otimização
Eu entrei nesse projeto achando que growth estaria mais ligado a experimentos e resultados rápidos, mas aprendi que, em escala, o trabalho começa antes. Organizar arquitetura, conteúdo, eventos, taxonomia e métricas — e participar da implantação do Amplitude com o time — me mostrou que sem uma base comum não existe aprendizado coletivo nem evolução consistente.
Um projeto que marcou muitas “primeiras vezes”
Foi meu primeiro projeto em escala global, minha primeira experiência internacional, meu primeiro trabalho em inglês e meu primeiro contato direto com growth. Tudo isso aconteceu ao mesmo tempo. Esse contexto me forçou a ser mais sintético, mais assertivo e mais claro, e acelerar minha evolução profissional de uma forma que poucos projetos conseguem fazer.