Google PayCore

As Google Pay scales to different market, providing a robust foundation to existing and future markets is a priority. Without loosing the speed to launch, we want to ensure the core features of the app shared across regions continues to improve with the focus of product excellence.

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THE CHALLENGE

Expansion to other markets

We aim to polish the experience and guard performance of critical core journeys, and support robust pre + post payment flows across markets. To do that, a deep understanding of different market implementation is required.

PayCore's primary role

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MY ROLE

I led the team structure planning, vision, with a ENG and PM lead to ensure critical success in all functions

In addition, I worked alongside with a UX team (Visual, Content, Motion, Research), multiple cross team streams/pods with a PM/ENG/UX tri-force from different regions.

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KICK OFF

EARLY INSIGHTS

Having worked on Google Pay since 2017, leading the launch for Google Pay Singapore in 2019, knowing what other region market leads will need as a baseline is crucial. As each market lead starts to diverge from the baseline experience, we want to capture the learnings of each market to further help enhance other market's payment experiences. Consistency is not the key, but revisiting the critical user journies of regional experiences to promote product excellence is more important.

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DEEPER INSIGHTS

Current experiences

We revisited the different experiments that have been launched to 100% for each part of the payment experience, and consider areas of improvement for the framework to ensure the critical user journey is in line with where the product direction is heading.

Re-examining and doumenting the flow

Guiding principles across pay experience in Pay

Clarity

Minimize cognitive load by persisting critical information and providing alternative actions to resolve errors

Intuitive

Reduce context shifting from one feature to another and reduce clutter for users to focus on making a payment

Trust

Protect users from social engineering scams to provide assurance and confidence when making a payment

Payment success

HMW make it helpful?

Beyond completing a task, not only can we assist users to do more, but be helpful. Users have different attention span in different payment scenarios. We need to be smarter on how and what we surface. The framework was reexamined to make the success page across market more helpful

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HOW WE GOT THERE

Processes, tools and tracking across teams

The most challenging aspect of driving product excellence for the feature set, was to get the buy-in from different market team. We needed to influence them about the benefits and improvements it will bring to their user base.

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TRACKABLE BUGS

The team continuously tracked for bugs that were either reported by the team, or our users, and we group if up to each CUJ to understand where the most unhealthy area of our payment journey we should focus on.

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CUJ TRACKER

Documented and set up by me, I establish a single overview of payment experiences across markets, tied to Taskflow for better tracking and aligment.

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ACCESSIBLE WORKSHOP

We invited XFN teams team wide to vote on areas that affect their feature they are working on in H1 2023. The votes are then consolidated into what the team is mostly focused on in the essential CUJ of the flow.

Identified bugs for each CUJ

For every bug filed, Product and UX worked together to establish a common ground on what are the low hanging fruits we can tackle, and pressing issues leading to risk and potential support call volume. Conceptual mocks were created for every issue for the everyone from different teams, market, and cross functions to vote what matters to them most.

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THE IMPACT

Key flows helped saved ~50% less maintenance cost, ~90% reduction in engineer days to light up key surfaces for a new market
Implemented short-term measurable framework to evaluate user experience of CUJ and narrow down CUJ that needs immediate support, further connecting it with existing feedback from users with Taskflow with XFN collaborating on it.
Drive vision, buy-in and prioritization by setting up and shared Paycore CUJ to be collaborate for long-term measurable framework.
Initiated a excellence intake process by including team wide OKR for better alignment. Hosted more than 28 participants, walking through the 83 votes on CUJ that matters, and included offline folks to ensure voices are heard. Top 5 voted ideas from the session have been added to shared OKRs across the team.

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