The Problem

This project aimed to map and evaluate the current digital experience across the entire homebuying journey, identifying pain points based on real user behavior and internal alignment. The goal was to refine and test improvements with a limited number of developments and real customers, validating quick wins before scaling broader, more complex initiatives.

The need for this work became especially clear in a context where selling a property entirely online once seemed impossible. Across MRV, there were recurring concerns and uncertainties, revealing a journey that felt rigid, overly controlled, and untrustworthy from the user’s perspective.

While the platform’s structure appeared visually organized, the actual user behavior revealed critical gaps:

• Most users did not begin their journey on the homepage; the majority arrived via paid media, landing directly on product pages;

• Conversions relied almost entirely on two entry points: a chat button and a registration form, both requiring personal data and marketing consent upfront;

• This created friction and led to early drop-offs, as users were asked to commit before understanding the value of the platform;

• Once inside the simulation flow, users had to answer several questions before accessing basic information like pricing;

• The journey ended with a handoff to a sales representative, who often responded hours later, breaking momentum.

• Data analysis showed that less than half of users completed the process, with a steep drop-off at the very beginning. The main blockers were the early demand for sensitive information and the lack of freedom to explore content before committing.

Interviews with internal teams revealed that even sales agents avoided guiding clients to the platform, as they did not see it as effective support for the sales process. Benchmarking competitors showed simpler, more accessible experiences, including quick simulations, richer visuals, and fewer entry barriers.

This diagnosis uncovered not only friction points but also a strategic opportunity: to redesign the journey based on transparency, autonomy, and smoother progression, prioritizing access to relevant information before requesting user data.

Research & Insights

To identify critical issues in the digital experience, I led an in-depth diagnosis using behavioral data, stakeholder interviews, and platform analysis.
I was responsible for conducting interviews with key business teams and mapping the full user flow based on real data, organizing findings into a visual Journey Map that supported cross-functional alignment and decision-making. I also drove the hypothesis definition process, grounding each problem in behavioral evidence and analytics.

We mapped the full customer experience using a Customer Journey Map, highlighting moments of friction and communication breakdowns, especially regarding the wait for human assistance and a lack of clarity around the “track proposal” feature.

While opportunities emerged across multiple stages, we focused on the most urgent and feasible gaps — those that could be addressed without heavy dependencies on Marketing or Conversational Tech teams.

Key findings included:

• CTA labels lacked clarity, leaving users unsure about what would happen next, which led to early drop-offs;

• Personal information was requested too early in the process, without clear justification, undermining trust;

• The chatbot flow assumed users were still exploring options, ignoring those arriving with a specific property in mind;

• Touchpoints were disconnected: the website and platform didn’t communicate well, and the bot often restarted flows instead of continuing them;

• Users were confused when their initially selected property was replaced during the final simulation;

• After finishing the bot interaction, users were left waiting for a response, with no alternatives like scheduling, callbacks, or self-service tools;

• We also uncovered systemic usability issues: inconsistent layouts between the site and platform, unclear terminology, and limited navigation (e.g., the browser back button didn’t allow step reversal).

• This investigation revealed not only UX flaws but also a broader issue: the lack of a user-centered experience. Moving forward would require aligning channels, reducing friction, and offering more clarity and autonomy throughout the journey.

Visual flow used to demonstrate interventions to stakeholders.

Strategy & Execution

After identifying the main pain points, the next step was to turn insights into testable hypotheses. We shifted our focus to the end user, aiming to validate how different entry points, navigation formats, and communication strategies could improve the experience and increase conversion.
I worked directly on defining experiments and tested variants, designing prototypes and analyzing their performance through A/B tests and behavioral metrics. I also created the visual flows used to communicate interventions to stakeholders, turning insights into actionable prioritization.

We started with one central question: how can we create a smoother, more transparent, and more trustworthy journey for different types of users?

To explore this, we designed a series of controlled experiments, including:

• Starting the journey through more relevant channels, such as the Digital Store and commercial assistant;

• Opening the platform to the general public, allowing free navigation and clearer product information;

• Selecting pilot developments with varied profiles and locations to test the redesigned flow;

• Running A/B tests on the journey's starting point (pre-registration vs. selecting a unit) and on CTAs from the website to the platform.

We also set up a robust monitoring and feedback system:

• Session recordings and spontaneous feedback using behavior tracking tools;

• Short, contextual surveys at key stages, such as after simulation or proposal;

• Continuous monitoring of conversion funnels via Google Analytics;

• Follow-up calls to users who abandoned the journey at critical points.

Based on these experiments, we prototyped a new journey focused on:

• Delivering a clearer and more progressive experience;

• Adapting flows to match each user's profile and decision stage;

• Reducing friction before asking for sensitive information;

• Connecting channels and removing redundant steps;

• Validating decisions through data and user testing.

Fragment of the latest version of Journey Map.

Results & Business Impact

The pilot was a success, over 700 customers impacted directly through the pilot. The initiative not only proved the value of user-centered design but also laid the groundwork for a culture of continuous improvement. Several initiatives were prioritized in the following years (like case "Finding the right home") based on the findings, many of which required revisiting the discovery phase and conducting new rounds of research.

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*For privacy reasons, some data has been hidden and parts of the process have been condensed to highlight the key points. Want to know more? Feel free to get in touch!