I led a full redesign of IAM tools, creating a scalable permissions model that aligned with enterprise needs and New Relic’s user-based pricing strategy. To drive adoption of paid features like SSO and automated user management, I designed an automated migration flow that enabled 90% of New Relic's users, over 4 million records at 16,000 orgs, to transition seamlessly in just 3 clicks.
New Relic was undergoing a major shift in strategy away from product-based pricing towards usage and user-based pricing, which meant users became the primary revenue driver for the business and user management the primary cost control for the customer. However, there were two different user models, with the older model not allowing for control over access to features (the main incentive for moving users to move from free to paid). 90%+ of users were on the old model, which meant a huge impact to the Go-to-Market strategy for the company.
User management/Access controls (shown here) was a fragmented experience with entry points in many different places. These user pain points proved to be a major blocker toward adoption of the new model. The new access configuration was difficult to understand and impossible to manage at scale (with no ability for bulk management), meaning entire Account Executive teams would manage this for the few large customers on the new model. It proved to be an unscalable solution for the business and necessitated a complete redesign of the feature set for Identity and Access Management.
Leadership asked for a plan to End-of-Life the old model, and so rather than do this all at once, the team needed to find a way to make iterative progress. I worked closely with Product & Engineering to start identifying key cohorts where we could automate the process behind the scenes to start migrations as soon as possible. I sought to collaborate early in the process, as engineering was defining backend architecture and these lower fidelity discussions helped create greater alignment on workflows/features/scope.
I successfully advocated to leadership a need for dedicated research into this space, given the relatively high risk nature of the project. This resulted in the inclusion of research, testing, & design reviews as key metrics in our monthly planning process. I conducted over 40+ user interviews and usability tests, which I then consolidated into a research repository. These insights did not only apply to my product area, but other parts of the product experience also important to user administrators (e.g. Billing, API, etc.) that I then shared out to multiple product/engineering teams.
I successfully advocated for the design of a new Administrator portal, which would help improve the experience for administrators across all tasks (Billing, Usage, & APIs) of related features in one location. This allowed me to coordinate closely with other product teams to realize the vision and design for a north star of the entire experience design. It also led to the reprioritization of additional teams & resources to help execute on the new vision. I was also able to contribute new components to the Design system (e.g. Bulk editing, Advanced table management, form elements) given the unique use cases in this space.
Now that there was a new, improved administrative portal in place, the final task was designing and building a simple and scalable solution to enable admins to migrate users, accounts, and configure new access controls and authentication in the new user model. Given the culmination of discovery, research and design I had invested in the space, there was a complete picture of the the users, the needs, pain points, and feature gaps. I designed an automated setup which allowed administrators to simply review the configuration rather than have to do it all themselves, making it as easy as possible and distilling an otherwise lengthy back-end and front-end experience into just 3 simple clicks.
