Flo End-to-End Mapping and Workshop
Documenting any possible Flo user’s experience in all channels of the entire company. Flo user’s experience customer in the Flo ecosystem through immersive research, cross-functional synthesis, and executive facilitation.
Research Synthesis | Journey Mapping | Design Strategy | Executive Facilitation
My role
Lead Product Designer
Results
This project is still ongoing, here’s a sneak peek and there will be more to come! 💧🔒
The Problem
Flo by Moen had grown into a complex ecosystem spanning homeowners, plumbers, insurance partners, multi-family property operators, and enterprise businesses. Yet nobody in the organization could point to a single document and say: this is what every Flo customer experiences, from first touch to long-term retention.
Marketing owned the DTC funnel. Product owned the app. Sales owned the B2B pipeline. Insurance partners operated in an entirely separate orbit. Each team shared a product but not a worldview. Decisions happened in silos, assumptions went unchallenged, and critical gaps fell between departments with no one accountable for the seams.
The consequences were tangible: inconsistent messaging, duplicated research, and a product roadmap that could not prioritize intelligently because no one had mapped the full terrain.
Discovery & Exploration: Four Channels. Nineteen Audiences. One File.
I started by auditing every research study, stakeholder interview, sales deck, and support ticket category the organization had produced. Then I ran internal interviews across product, marketing, customer success, sales, and engineering. I asked each team the same three questions: Who do you think our customer is? What does their journey look like? Where do you think we are failing them?
The answers were startlingly different from team to team. That divergence was exactly the data I needed to build something worth building.
End-to-end User Journey Mapping for all users
Mapping four channels meant synthesizing dozens of sources and conversations into coherent journey stages: Discovery, Awareness, Consideration, Purchase, Installation, Onboarding, Engagement, Retention, and Advocacy. For each audience within each channel, I documented touchpoints, emotional highs and lows, system actors, and the critical moments of decision.
The FigJam file grew into a living architecture. It was not a static diagram. It became an indexed, navigable system that any team member could walk through independently or present in a meeting as a shared orientation tool.
Audience Creation: Building an Ecosystem of Personas
Most UX work at Flo had been built around a single mental model: "the homeowner." This project revealed that Flo's actual user base was a constellation of 19 distinct people. Each person brought different entry points, motivations, technical literacy, and definitions of success.
For each audience, I built a structured persona card capturing their primary context, their goals within the Flo ecosystem, what they need from the product at each journey stage, and the friction points most likely to cause abandonment.
A deliberate design choice was making audiences navigable across pillars. An independent plumber shows up differently depending on which channel context they operate in. This cross-channel framing directly challenged the organization's siloed instincts and pushed the work toward genuinely systemic product thinking.
The persona work also surfaced audiences Flo had never formally designed for. The Forced Adapter had no designed experience. Neither did the Inherited Flo Homeowner. Both became immediate design priorities.
Hosted Workshop: Making Executives Walk a Mile in a Customer's Shoes
Documentation creates understanding. Experience creates empathy. To make the journey map actionable at the leadership level, I designed and facilitated a structured role-playing workshop with seven senior leaders. Each executive received a specific Flo persona and navigated the full customer journey as that person.
The Workshop
Seven Executives. Seven Personas. One Shared Journey.
I handed each participant a persona card and asked them to experience Flo's touchpoints through that audience's eyes: the app, the install flow, the onboarding emails, the support experience. I guided the group through the journey stage by stage, pausing at documented friction points to ask: As this person, what would you do here? How would this feel?
7
Senior executives in the room
19
Personas to draw from
1
Shared map as the backbone
The format was deliberately immersive. Executives did not watch slides about customer problems. They became the customer with a problem. One leader stepped through the live Flo onboarding flow as a Forced Adapter who never chose this product. Another navigated the multi-family dashboard as a property Operator managing 200 units without dedicated IT support.
Executives who had championed features from an internal vantage point suddenly understood, viscerally, why those same features created confusion in the real world. Friction that had seemed like minor edge cases became obvious priorities the moment someone experienced them firsthand.
By the end of the workshop, the room shared a language, a reference point, and an urgency. The question the workshop was built to answer was: where do we go from here? It had a much clearer set of answers.
Results + Ongoing
The research, the mapping, the cross-functional reviews, and the workshop combined to position me as the organization's deepest expert on the complete Flo customer experience. I became the person every team calls when they need to understand how a proposed change cascades across the ecosystem, how a new audience segment fits into the existing journey architecture, or whether a roadmap priority reflects actual customer friction.
That expertise is not passive. It actively shapes product direction. The map revealed a foundation. It also revealed the cracks in that foundation. Now the work is to fix them.