LEARNER MOBILE · GO-TO-MARKET LAUNCH · SHIPPED
One launch that brought the whole company together
I led the relaunch of the Learner Mobile website, growing it from 5 pages to 46 in six weeks. To get there I pulled GTM messaging, personas, pricing, product, and people into one system, with a lean team and five executives to answer to.
Go-to-market
Program leadership
Messaging + personas
Pricing
Cross-functional
Visit the live site ↗
MY ROLE
Marketing Team Lead. Project lead from strategy and messaging to UX and launch
PEOPLE
Five executives (CEO, COO, CRO, CTO, CPO). A copywriter and graphic designer on my team, plus a UX contractor
SCOPE
5 pages to 46 in six weeks
OUTCOMES
Live site. Monthly demo requests grew from 2 to 135+ and pricing page views from 10 to 175 in the first 30 days
OVERVIEW
On a website, you can see every team’s decisions at once.
The company had pivoted to product-led growth, but the website still described a consulting firm. Buyers were evaluating Learner Mobile on their own, often before ever talking to sales, and the site couldn’t answer their questions.
I needed more than new pages. Each page depended on a decision someone else owned: how leadership wanted to be positioned, what the product could claim, which client stories sales would stand behind, and what pricing to show. I got those decisions made in the right order, then shipped.
THE PROBLEM
A five-page site couldn’t sell a product-led company.
BEFORE
5 pages
Vague messaging, little product detail, and no clear answer to who the platform is for.
THE SHIFT
Product-led
Buyers now judge the product on its own, without a consulting relationship as context.
THE GAP
No system
No messaging framework, no evidence-based personas, no lead capture tied to content.
THE SYSTEM
I built five layers in order, each on top of the last.
Visitors only see the website. I built the layers underneath first, so each page could answer two questions: who is this for, and why should they believe us?
From the bottom up:
01 Positioning and voice: “We don’t build training. We engineer readiness.”
02 Personas: three personas, built from our most successful clients
03 Proof: client stories from Dillard’s, BSN Sports, ICA, and Oil Stop
04 Pricing: three tiers, a hidden-costs comparison, and FAQs
05 The website: 46 pages, up from 5, organized around how buyers decide
PERSONAS
Personas based on who buys from us.
The company had too many loosely defined segments. I built the personas from our most successful clients and mapped the buying committee: who decides, who sells it internally, and who can stall it. Every page on the new site is written for at least one of them.
PRIMARY DECISION-MAKER
The Economic Buyer
VP of Operations, COO, or head of field operations at a company with a distributed frontline workforce.
PAIN
Performance varies by manager and location, new hires take too long to be ready, and training doesn’t change behavior.
WHAT THE SITE GIVES THEM
Readiness as an operational outcome they can show leadership.
INTERNAL SELLER
The Champion
Head of learning or training with a tiny team supporting a large, dispersed workforce.
PAIN
More demand than capacity, content that goes stale before it ships, and training people complete but don’t use.
WHAT THE SITE GIVES THEM
Language and proof she can use to make the case to the Economic Buyer.
CAN ACCELERATE OR STALL
The Influencer
HR leader who doesn’t own the budget but signs off on anything touching employee experience.
PAIN
Early turnover, frontline friction, and endorsing a platform that fails.
WHAT THE SITE GIVES THEM
Retention and manager support, plus answers for IT, regional managers, and compliance.
THE BUYER JOURNEY
01 Trigger: operational pain
02 Discover: searches for training tools
03 Evaluate: struggles to tell tools apart
04 Reframe (the site’s job): they see a system problem
05 Decide: business impact and scale
06 Adopt: rollout and setup
07 Expand: more teams and locations
The site’s real job is the Reframe step. Buyers arrive comparing training tools. The messaging moves them to see inconsistent execution as a system problem, which is where Learner Mobile wins.
KEY DECISIONS
Four decisions that shaped the site.
DECISION 01
Lead with readiness.
Most training platforms sell content. Our clients bought results, like a sales team ready for the floor or a crew ready for the shift. I wrote the whole site around readiness and treated content as the way to get there.
TRADEOFF
Readiness is a bigger claim than “easy training.” Each page had to back it up with a client result, which made the site harder to write.
DECISION 02
Show pricing, including hidden costs.
Product-led buyers compare options before they talk to anyone. A pricing page with three tiers and a hidden-costs comparison answers the question they’re already asking.
TRADEOFF
Published pricing gives sales less room to shape the conversation. We decided transparency would bring in better-fit buyers.
DECISION 03
Simplify the structure to match how buyers think.
I restructured the sitemap around audiences and questions, and cut pages that didn’t earn their place. For example, Channel Partners became part of the Associations page instead of a standalone page.
TRADEOFF
Consolidating pages meant telling internal owners their page was going away. I chose what was clearer for buyers.
DECISION 04
Open the case studies to every buyer.
We first gated client stories behind HubSpot forms, then removed the gates so buyers could see proof before they ever talk to sales.
TRADEOFF
We gave up knowing exactly who reads each story. Demo requests became the lead signal instead.
HOW I RAN IT
Six weeks, five executives to align.
MY TEAM
Copy
Design
UX
SIGNED OFF
THE TIMELINE
6 weeks
W1
W2
W3
W4
W5
W6
Brief
Build
Review
Launch
One brief kept five executives and
three makers moving together.
WHAT SHIPPED
5 → 46 pages
Old site (5)
Relaunch (46)
Vision
Operations
Revenue
Platform
Product
CEO
COO
CRO
CTO
CPO
I had six weeks, a copywriter and a graphic designer on my team, a UX contractor, and five executives to answer to: the CEO, COO, CRO, CTO, and CPO. Only my team reported to me. The project moved because everyone worked from one brief and knew exactly what I needed from them, and when.
Five executives
CEO, COO, CRO, CTO, CPO
Positioning, pricing, product claims, approvals
I brought each question with options and a recommendation.
Product and engineering
Accuracy of every feature and AI claim
I checked each claim on the site against what the product does.
Sales and client success
Proof points, client stories, objections
Their real objections became page content and FAQs.
My team and partners
Copywriter, graphic designer, UX contractor
Page copy, design, and UX
Weekly briefs and a clear owner for every page.
THE PROCESS
01 Brief: a creative brief covering positioning, voice, and a page-by-page vision. The single source of truth.
02 Wireframes: wireframes for every page, embedded in the brief so reviews happened in one place.
03 Copy and proof: every page written for a persona and backed by a client result.
04 Build and launch: HubSpot pages, forms, and case study workflows, then launch.
HOW REVIEW WORKED
Leadership reviewed the pages right in the design file.
880
comments in the design file
714
resolved
9
people reviewing
COO
Notebooks
The page sold Notebooks as a way to keep other sources out. That felt secondary.
WHAT CHANGED
Reframed the value around scattered company knowledge, centralized and put to work.
COO
AI Assist
The page only covered content editing. The assistant also handles assignment rules and course settings, and was going live across the platform.
WHAT CHANGED
Added a new section on what the assistant can do platform-wide, after a working session with the product team.
COO
Generate with AI
Courses can be built from a prompt, with no source material. The page also needed a clear link to Notebooks.
WHAT CHANGED
Rewrote the section and added a Notebooks block that connects the two pages.
COO
Analytics
Two claims went past what the product does: flagging gaps and a CRM connection.
WHAT CHANGED
Pulled both claims and reordered the metrics to adoption, engagement, completion, readiness.
Feedback paraphrased from resolved comments in the Learner Mobile design file.
THE HELP CENTER
I also launched the Help Center.
Every product question went through a Client Success Manager, so support effort rose with every new customer. I pitched HubSpot Service Hub as a self-service knowledge base, won leadership buy-in, and shipped it alongside the relaunch so support could grow through systems instead of headcount. I drafted and refined articles with Claude and ChatGPT.
BEFORE
Customer question
↓
Client Success Manager
↓
Answer
Every answer waited on one person, and the same questions got answered again and again.
AFTER
Customer question
↓
Help Center + Power Bar AI
↓
Answer
Customers find answers on their own, and the AI Power Bar uses the same articles as its source.
215
Help Center pages published
2,100+
Views a month, on average
750+
AI answers a month
HOW EVERY ARTICLE GETS MADE
Question spotted →
Client Success
Article drafted →
Marketing (me)
Accuracy check →
Product & IT
Published →
Marketing
Searches tracked →
HubSpot analytics
Content improved
Whole team
WHAT LAUNCHED FIRST
AI
System overview
Navigation
Announcements
Elements
Users
General FAQs
Why it matters for AI: the Power Bar is only as good as what it can read. Every article makes its answers more accurate, and gives search engines and AI answers something to cite.
RESULTS
The first 30 days, measured.
2 → 135+
Monthly demo requests
10 → 175
Pricing page views
4.5%
Of visitors requested a demo, against a 1% target
The old site had no lead capture or dashboards, so there was no baseline. In the first 30 days, about 3,000 visitors produced 135+ demo requests.
WHAT I MEASURED FROM LAUNCH DAY
01 Traffic: about 3,000 visitors in the first 30 days
02 Open case studies: gates removed so every buyer can read the proof
03 Demo requests (north star): about 4.5% of visitors, vs. a 1% target
Launch
Baseline starts
30 days
First readout
90 days
Compare and adjust
See the new site live at learnermobile.com ↗
RETROSPECTIVE
What I’d do differently.
01
Connect website leads to pipeline.
Demo requests are a strong start, but we don’t yet track which website leads become deals. Next, I’d connect form fills to pipeline in HubSpot so the site’s revenue impact is visible.
02
Set targets before launch.
We now track everything, but I’d define what success looks like for traffic and leads before launch, so the first month tells us something.
THE PM TAKEAWAY
Running a launch means making the calls that fall between teams.
Messaging, personas, pricing, and proof each had a different owner, and the website needed one answer. I pulled people who don’t report to me toward a shared customer and a decision, then shipped it. That is the work I want to do as a product manager.
LET’S TALK
Building for real people
at scale?
I’m looking for an Associate Product Manager role on a team like yours. LinkedIn is the fastest way to reach me.
NEXT CASE STUDY
Learner Mobile: the 3-year story →
From consulting firm to product-led company.
LEARNER MOBILE · GO-TO-MARKET LAUNCH · SHIPPED
One launch that brought the whole company together
I led the relaunch of the Learner Mobile website, growing it from 5 pages to 46 in six weeks. To get there I pulled GTM messaging, personas, pricing, product, and people into one system, with a lean team and five executives to answer to.
Go-to-market
Program leadership
Messaging + personas
Pricing
Cross-functional
Visit the live site ↗
MY ROLE
Marketing Team Lead. Project lead from strategy and messaging to UX and launch
PEOPLE
Five executives (CEO, COO, CRO, CTO, CPO). A copywriter and graphic designer on my team, plus a UX contractor
SCOPE
5 pages to 46 in six weeks
OUTCOMES
Live site. Monthly demo requests grew from 2 to 135+ and pricing page views from 10 to 175 in the first 30 days
OVERVIEW
On a website, you can see every team’s decisions at once.
The company had pivoted to product-led growth, but the website still described a consulting firm. Buyers were evaluating Learner Mobile on their own, often before ever talking to sales, and the site couldn’t answer their questions.
I needed more than new pages. Each page depended on a decision someone else owned: how leadership wanted to be positioned, what the product could claim, which client stories sales would stand behind, and what pricing to show. I got those decisions made in the right order, then shipped.
THE PROBLEM
A five-page site couldn’t sell a product-led company.
BEFORE
5 pages
Vague messaging, little product detail, and no clear answer to who the platform is for.
THE SHIFT
Product-led
Buyers now judge the product on its own, without a consulting relationship as context.
THE GAP
No system
No messaging framework, no evidence-based personas, no lead capture tied to content.
THE SYSTEM
I built five layers in order, each on top of the last.
Visitors only see the website. I built the layers underneath first, so each page could answer two questions: who is this for, and why should they believe us?
The website
46 pages: product, solutions by audience, expertise, pricing, proof, and open client case studies.
Pricing
Three tiers (Training Platform, Training Solution, Enterprise Readiness), a hidden-costs comparison, and FAQs.
Proof
Client stories from Dillard’s, BSN Sports, ICA, and Oil Stop, placed where buyers need evidence.
Personas
Three personas, built from our most successful clients.
Positioning and voice
North star: “We don’t build training. We engineer readiness.” Voice pillars: simple, authentic, unexpected, engaging, valuable, playful.
BEFORE
5 pages
Home
Content Solutions
Pricing
About Us
Contact Us
AFTER
46 pages, organized around how buyers decide
Home
Why Learner Mobile
AI Differentiation
Implementation
Frontline First
System
Notebooks
AI Assist
Generate with AI
Analytics and Insights
Solution
Discover
Design
Deploy
Optimize
Industries
Associations
Expertise
Instructional Design
Media Production
L&D Strategy
Program Design
Talent Strategy
Pricing
Resources
Case Studies
ICA
Oil Stop
Dillard’s
BSN Sports
Blog
About
SVI
LM Solutions
36 Dollar 360
Contact Us
Book a Demo
Client stories are open case studies. Plus blog posts, privacy policy, and terms.
PERSONAS
Personas based on who buys from us.
The company had too many loosely defined segments. I built the personas from our most successful clients and mapped the buying committee: who decides, who sells it internally, and who can stall it. Every page on the new site is written for at least one of them.
PRIMARY DECISION-MAKER
The Economic Buyer
VP of Operations, COO, or head of field operations at a company with a distributed frontline workforce.
PAIN
Performance varies by manager and location, new hires take too long to be ready, and training doesn’t change behavior.
WHAT THE SITE GIVES THEM
Readiness as an operational outcome they can show leadership.
INTERNAL SELLER
The Champion
Head of learning or training with a tiny team supporting a large, dispersed workforce.
PAIN
More demand than capacity, content that goes stale before it ships, and training people complete but don’t use.
WHAT THE SITE GIVES THEM
Language and proof she can use to make the case to the Economic Buyer.
CAN ACCELERATE OR STALL
The Influencer
HR leader who doesn’t own the budget but signs off on anything touching employee experience.
PAIN
Early turnover, frontline friction, and endorsing a platform that fails.
WHAT THE SITE GIVES THEM
Retention and manager support, plus answers for IT, regional managers, and compliance.
THE BUYER JOURNEY
STEP 1
Trigger
Operational pain
STEP 2
Discover
Searches for training tools
STEP 3
Evaluate
Struggles to tell tools apart
04
Reframe
They see a system problem
THE SITE’S JOB
STEP 5
Decide
Business impact and scale
STEP 6
Adopt
Rollout and setup
STEP 7
Expand
More teams and locations
The site’s real job is the Reframe step. Buyers arrive comparing training tools. The messaging moves them to see inconsistent execution as a system problem, which is where Learner Mobile wins.
KEY DECISIONS
Four decisions that shaped the site.
DECISION 01
Lead with readiness.
Most training platforms sell content. Our clients bought results, like a sales team ready for the floor or a crew ready for the shift. I wrote the whole site around readiness and treated content as the way to get there.
TRADEOFF
Readiness is a bigger claim than “easy training.” Each page had to back it up with a client result, which made the site harder to write.
DECISION 02
Show pricing, including hidden costs.
Product-led buyers compare options before they talk to anyone. A pricing page with three tiers and a hidden-costs comparison answers the question they’re already asking.
TRADEOFF
Published pricing gives sales less room to shape the conversation. We decided transparency would bring in better-fit buyers.
DECISION 03
Simplify the structure to match how buyers think.
I restructured the sitemap around audiences and questions, and cut pages that didn’t earn their place. For example, Channel Partners became part of the Associations page instead of a standalone page.
TRADEOFF
Consolidating pages meant telling internal owners their page was going away. I chose what was clearer for buyers.
DECISION 04
Open the case studies to every buyer.
We first gated client stories behind HubSpot forms, then removed the gates so buyers could see proof before they ever talk to sales.
TRADEOFF
We gave up knowing exactly who reads each story. Demo requests became the lead signal instead.
HOW I RAN IT
Six weeks, five executives to align.
MY TEAM
Copy
Design
UX
SIGNED OFF
THE TIMELINE
6 weeks
W1
W2
W3
W4
W5
W6
Brief
Build
Review
Launch
One brief kept five executives and
three makers moving together.
WHAT SHIPPED
5 → 46 pages
Old site (5)
Relaunch (46)
Vision
Operations
Revenue
Platform
Product
CEO
COO
CRO
CTO
CPO
I had six weeks, a copywriter and a graphic designer on my team, a UX contractor, and five executives to answer to: the CEO, COO, CRO, CTO, and CPO. Only my team reported to me. The project moved because everyone worked from one brief and knew exactly what I needed from them, and when.
Five executives
CEO, COO, CRO, CTO, CPO
Positioning, pricing, product claims, approvals
I brought each question with options and a recommendation.
Product and engineering
Accuracy of every feature and AI claim
I checked each claim on the site against what the product does.
Sales and client success
Proof points, client stories, objections
Their real objections became page content and FAQs.
My team and partners
Copywriter, graphic designer, UX contractor
Page copy, design, and UX
Weekly briefs and a clear owner for every page.
THE PROCESS
STEP 1
Brief
A creative brief covering positioning, voice, and a page-by-page vision. The single source of truth.
STEP 2
Wireframes
Wireframes for every page, embedded in the brief so reviews happened in one place.
STEP 3
Copy and proof
Every page written for a persona and backed by a client result.
STEP 4
Build and launch
HubSpot pages, forms, and case study workflows, then launch.
HOW REVIEW WORKED
Leadership reviewed the pages right in the design file.
880
comments in the design file
714
resolved
9
people reviewing
COO
Notebooks
The page sold Notebooks as a way to keep other sources out. That felt secondary.
WHAT CHANGED
Reframed the value around scattered company knowledge, centralized and put to work.
COO
AI Assist
The page only covered content editing. The assistant also handles assignment rules and course settings, and was going live across the platform.
WHAT CHANGED
Added a new section on what the assistant can do platform-wide, after a working session with the product team.
COO
Generate with AI
Courses can be built from a prompt, with no source material. The page also needed a clear link to Notebooks.
WHAT CHANGED
Rewrote the section and added a Notebooks block that connects the two pages.
COO
Analytics
Two claims went past what the product does: flagging gaps and a CRM connection.
WHAT CHANGED
Pulled both claims and reordered the metrics to adoption, engagement, completion, readiness.
Feedback paraphrased from resolved comments in the Learner Mobile design file.
THE HELP CENTER
I also launched the Help Center.
Every product question went through a Client Success Manager, so support effort rose with every new customer. I pitched HubSpot Service Hub as a self-service knowledge base, won leadership buy-in, and shipped it alongside the relaunch so support could grow through systems instead of headcount. I drafted and refined articles with Claude and ChatGPT.
BEFORE
Customer question
→
Client Success Manager
→
Answer
Every answer waited on one person, and the same questions got answered again and again.
AFTER
Customer question
→
Help Center + Power Bar AI
→
Answer
Customers find answers on their own, and the AI Power Bar uses the same articles as its source.
215
Help Center pages published
2,100+
Views a month, on average
750+
AI answers a month
HOW EVERY ARTICLE GETS MADE
Question spotted
Client Success
Article drafted
Marketing (me)
Accuracy check
Product & IT
Published
Marketing
Searches tracked
HubSpot analytics
Content improved
Whole team
WHAT LAUNCHED FIRST
AI
System overview
Navigation
Announcements
Elements
Users
General FAQs
Why it matters for AI: the Power Bar is only as good as what it can read. Every article makes its answers more accurate, and gives search engines and AI answers something to cite.
RESULTS
The first 30 days, measured.
2 → 135+
Monthly demo requests
10 → 175
Pricing page views
4.5%
Of visitors requested a demo, against a 1% target
The old site had no lead capture or dashboards, so there was no baseline. In the first 30 days, about 3,000 visitors produced 135+ demo requests.
WHAT I MEASURED FROM LAUNCH DAY
01
Traffic
Visits to solution, system, and pricing pages
02
Open case studies
Gates removed so every buyer can read the proof
03
Demo requests
NORTH STAR
Book a Demo form fills, the clearest sign of buyer intent
RESULT About 3,000 visitors in the first 30 days
RESULT Demo requests became the lead signal
RESULT About 4.5% of visitors, vs. a 1% target
Launch
Baseline starts
30 days
First readout
90 days
Compare and adjust
See the new site live at learnermobile.com ↗
RETROSPECTIVE
What I’d do differently.
01
Connect website leads to pipeline.
Demo requests are a strong start, but we don’t yet track which website leads become deals. Next, I’d connect form fills to pipeline in HubSpot so the site’s revenue impact is visible.
02
Set targets before launch.
We now track everything, but I’d define what success looks like for traffic and leads before launch, so the first month tells us something.
THE PM TAKEAWAY
Running a launch means making the calls that fall between teams.
Messaging, personas, pricing, and proof each had a different owner, and the website needed one answer. I pulled people who don’t report to me toward a shared customer and a decision, then shipped it. That is the work I want to do as a product manager.
LET’S TALK
Building for real people
at scale?
I’m looking for an Associate Product Manager role on a team like yours. LinkedIn is the fastest way to reach me.
NEXT CASE STUDY
Learner Mobile: the 3-year story →
From consulting firm to product-led company.
LEARNER MOBILE · GO-TO-MARKET LAUNCH · SHIPPED
One launch that brought
the whole company together
I led the relaunch of the Learner Mobile website, growing it from 5 pages to 46 in six weeks. To get there I pulled GTM messaging, personas, pricing, product, and people into one system, with a lean team and five executives to answer to.
Go-to-market
Program leadership
Messaging + personas
Pricing
Cross-functional
Visit the live site ↗
MY ROLE
Marketing Team Lead. Project lead from strategy and messaging to UX and launch
PEOPLE
Five executives (CEO, COO, CRO, CTO, CPO). A copywriter and graphic designer on my team, plus a UX contractor
SCOPE
5 pages to 46 in six weeks
OUTCOMES
Live site. Monthly demo requests grew from 2 to 135+ and pricing page views from 10 to 175 in the first 30 days
OVERVIEW
On a website, you can see every team’s decisions at once.
The company had pivoted to product-led growth, but the website still described a consulting firm. Buyers were evaluating Learner Mobile on their own, often before ever talking to sales, and the site couldn’t answer their questions.
I needed more than new pages. Each page depended on a decision someone else owned: how leadership wanted to be positioned, what the product could claim, which client stories sales would stand behind, and what pricing to show. I got those decisions made in the right order, then shipped.
THE PROBLEM
A five-page site couldn’t sell a product-led company.
BEFORE
5 pages
Vague messaging, little product detail, and no clear answer to who the platform is for.
THE SHIFT
Product-led
Buyers now judge the product on its own, without a consulting relationship as context.
THE GAP
No system
No messaging framework, no evidence-based personas, no lead capture tied to content.
THE SYSTEM
I built five layers in order, each on top of the last.
Visitors only see the website. I built the layers underneath first, so each page could answer two questions: who is this for, and why should they believe us?
The website
46 pages: product, solutions by audience, expertise, pricing, proof, and open client case studies.
Pricing
Three tiers (Training Platform, Training Solution, Enterprise Readiness), a hidden-costs comparison, and FAQs.
Proof
Client stories from Dillard’s, BSN Sports, ICA, and Oil Stop, placed where buyers need evidence.
Personas
Three personas, built from our most successful clients.
Positioning and voice
North star: “We don’t build training. We engineer readiness.” Voice pillars: simple, authentic, unexpected, engaging, valuable, playful.
BEFORE
5 pages
Home
Content Solutions
Pricing
About Us
Contact Us
AFTER
46 pages, organized around how buyers decide
Home
Why Learner Mobile
AI Differentiation
Implementation
Frontline First
System
Notebooks
AI Assist
Generate with AI
Analytics and Insights
Solution
Discover
Design
Deploy
Optimize
Industries
Associations
Expertise
Instructional Design
Media Production
L&D Strategy
Program Design
Talent Strategy
Pricing
Resources
Case Studies
ICA
Oil Stop
Dillard’s
BSN Sports
Blog
About
SVI
LM Solutions
36 Dollar 360
Contact Us
Book a Demo
Client stories are open case studies. Plus blog posts, privacy policy, and terms.
PERSONAS
Personas based on who buys from us.
The company had too many loosely defined segments. I built the personas from our most successful clients and mapped the buying committee: who decides, who sells it internally, and who can stall it. Every page on the new site is written for at least one of them.
PRIMARY DECISION-MAKER
The Economic Buyer
VP of Operations, COO, or head of field operations at a company with a distributed frontline workforce.
PAIN
Performance varies by manager and location, new hires take too long to be ready, and training doesn’t change behavior.
WHAT THE SITE GIVES THEM
Readiness as an operational outcome they can show leadership.
INTERNAL SELLER
The Champion
Head of learning or training with a tiny team supporting a large, dispersed workforce.
PAIN
More demand than capacity, content that goes stale before it ships, and training people complete but don’t use.
WHAT THE SITE GIVES THEM
Language and proof she can use to make the case to the Economic Buyer.
CAN ACCELERATE OR STALL
The Influencer
HR leader who doesn’t own the budget but signs off on anything touching employee experience.
PAIN
Early turnover, frontline friction, and endorsing a platform that fails.
WHAT THE SITE GIVES THEM
Retention and manager support, plus answers for IT, regional managers, and compliance.
THE BUYER JOURNEY
STEP 1
Trigger
Operational pain
STEP 2
Discover
Searches for training tools
STEP 3
Evaluate
Struggles to tell tools apart
04
Reframe
They see a system problem
THE SITE’S JOB
STEP 5
Decide
Business impact and scale
STEP 6
Adopt
Rollout and setup
STEP 7
Expand
More teams and locations
The site’s real job is the Reframe step. Buyers arrive comparing training tools. The messaging moves them to see inconsistent execution as a system problem, which is where Learner Mobile wins.
KEY DECISIONS
Four decisions that shaped the site.
DECISION 01
Lead with readiness.
Most training platforms sell content. Our clients bought results, like a sales team ready for the floor or a crew ready for the shift. I wrote the whole site around readiness and treated content as the way to get there.
TRADEOFF
Readiness is a bigger claim than “easy training.” Each page had to back it up with a client result, which made the site harder to write.
DECISION 02
Show pricing, including hidden costs.
Product-led buyers compare options before they talk to anyone. A pricing page with three tiers and a hidden-costs comparison answers the question they’re already asking.
TRADEOFF
Published pricing gives sales less room to shape the conversation. We decided transparency would bring in better-fit buyers.
DECISION 03
Simplify the structure to match how buyers think.
I restructured the sitemap around audiences and questions, and cut pages that didn’t earn their place. For example, Channel Partners became part of the Associations page instead of a standalone page.
TRADEOFF
Consolidating pages meant telling internal owners their page was going away. I chose what was clearer for buyers.
DECISION 04
Open the case studies to every buyer.
We first gated client stories behind HubSpot forms, then removed the gates so buyers could see proof before they ever talk to sales.
TRADEOFF
We gave up knowing exactly who reads each story. Demo requests became the lead signal instead.
HOW I RAN IT
Six weeks, five executives to align.
MY TEAM
Copy
Design
UX
SIGNED OFF
THE TIMELINE
6 weeks
W1
W2
W3
W4
W5
W6
Brief
Build
Review
Launch
One brief kept five executives and
three makers moving together.
WHAT SHIPPED
5 → 46 pages
Old site (5)
Relaunch (46)
Vision
Operations
Revenue
Platform
Product
CEO
COO
CRO
CTO
CPO
I had six weeks, a copywriter and a graphic designer on my team, a UX contractor, and five executives to answer to: the CEO, COO, CRO, CTO, and CPO. Only my team reported to me. The project moved because everyone worked from one brief and knew exactly what I needed from them, and when.
WHO
WHAT THEY OWNED
HOW I WORKED WITH THEM
Five executives
CEO, COO, CRO, CTO, CPO
Positioning, pricing, product claims, approvals
I brought each question with options and a recommendation.
Product and engineering
Accuracy of every feature and AI claim
I checked each claim on the site against what the product does.
Sales and client success
Proof points, client stories, objections
Their real objections became page content and FAQs.
My team and partners
Copywriter, graphic designer, UX contractor
Page copy, design, and UX
Weekly briefs and a clear owner for every page.
THE PROCESS
STEP 1
Brief
A creative brief covering positioning, voice, and a page-by-page vision. The single source of truth.
STEP 2
Wireframes
Wireframes for every page, embedded in the brief so reviews happened in one place.
STEP 3
Copy and proof
Every page written for a persona and backed by a client result.
STEP 4
Build and launch
HubSpot pages, forms, and case study workflows, then launch.
HOW REVIEW WORKED
Leadership reviewed the pages right in the design file.
880
comments in the design file
714
resolved
9
people reviewing
COO
Notebooks
The page sold Notebooks as a way to keep other sources out. That felt secondary.
WHAT CHANGED
Reframed the value around scattered company knowledge, centralized and put to work.
COO
AI Assist
The page only covered content editing. The assistant also handles assignment rules and course settings, and was going live across the platform.
WHAT CHANGED
Added a new section on what the assistant can do platform-wide, after a working session with the product team.
COO
Generate with AI
Courses can be built from a prompt, with no source material. The page also needed a clear link to Notebooks.
WHAT CHANGED
Rewrote the section and added a Notebooks block that connects the two pages.
COO
Analytics
Two claims went past what the product does: flagging gaps and a CRM connection.
WHAT CHANGED
Pulled both claims and reordered the metrics to adoption, engagement, completion, readiness.
Feedback paraphrased from resolved comments in the Learner Mobile design file.
THE HELP CENTER
I also launched the Help Center.
Every product question went through a Client Success Manager, so support effort rose with every new customer. I pitched HubSpot Service Hub as a self-service knowledge base, won leadership buy-in, and shipped it alongside the relaunch so support could grow through systems instead of headcount. I drafted and refined articles with Claude and ChatGPT.
BEFORE
Customer question
→
Client Success Manager
→
Answer
Every answer waited on one person, and the same questions got answered again and again.
AFTER
Customer question
→
Help Center + Power Bar AI
→
Answer
Customers find answers on their own, and the AI Power Bar uses the same articles as its source.
215
Help Center pages published
2,100+
Views a month, on average
750+
AI answers a month
HOW EVERY ARTICLE GETS MADE
Question spotted
Client Success
Article drafted
Marketing (me)
Accuracy check
Product & IT
Published
Marketing
Searches tracked
HubSpot analytics
Content improved
Whole team
WHAT LAUNCHED FIRST
AI
System overview
Navigation
Announcements
Elements
Users
General FAQs
Why it matters for AI: the Power Bar is only as good as what it can read. Every article makes its answers more accurate, and gives search engines and AI answers something to cite.
RESULTS
The first 30 days, measured.
2 → 135+
Monthly demo requests
10 → 175
Pricing page views
4.5%
Of visitors requested a demo, against a 1% target
The old site had no lead capture or dashboards, so there was no baseline. In the first 30 days, about 3,000 visitors produced 135+ demo requests.
WHAT I MEASURED FROM LAUNCH DAY
01
Traffic
Visits to solution, system, and pricing pages
02
Open case studies
Gates removed so every buyer can read the proof
03
Demo requests
NORTH STAR
Book a Demo form fills, the clearest sign of buyer intent
RESULT About 3,000 visitors in the first 30 days
RESULT Demo requests became the lead signal
RESULT About 4.5% of visitors, vs. a 1% target
Launch
Baseline starts
30 days
First readout
90 days
Compare and adjust
See the new site live at learnermobile.com ↗
RETROSPECTIVE
What I’d do differently.
01
Connect website leads to pipeline.
Demo requests are a strong start, but we don’t yet track which website leads become deals. Next, I’d connect form fills to pipeline in HubSpot so the site’s revenue impact is visible.
02
Set targets before launch.
We now track everything, but I’d define what success looks like for traffic and leads before launch, so the first month tells us something.
THE PM TAKEAWAY
Running a launch means making the calls that fall between teams.
Messaging, personas, pricing, and proof each had a different owner, and the website needed one answer. I pulled people who don’t report to me toward a shared customer and a decision, then shipped it. That is the work I want to do as a product manager.
LET’S TALK
Building for real people at scale?
I’m looking for an Associate Product Manager role on a team like yours. The fastest way to reach me is LinkedIn.
NEXT CASE STUDY
Learner Mobile: the 3-year story →
From consulting firm to product-led company.
LEARNER MOBILE · GO-TO-MARKET LAUNCH · SHIPPED
One launch that brought
the whole company together
I led the relaunch of the Learner Mobile website, growing it from 5 pages to 46 in six weeks. To get there I pulled GTM messaging, personas, pricing, product, and people into one system, with a lean team and five executives to answer to.
Go-to-market
Program leadership
Messaging + personas
Pricing
Cross-functional
Visit the live site ↗
MY ROLE
Marketing Team Lead. Project lead from strategy and messaging to UX and launch
PEOPLE
Five executives (CEO, COO, CRO, CTO, CPO). A copywriter and graphic designer on my team, plus a UX contractor
SCOPE
5 pages to 46 in six weeks
OUTCOMES
Live site. Monthly demo requests grew from 2 to 135+ and pricing page views from 10 to 175 in the first 30 days
ON THIS PAGE
OVERVIEW
On a website, you can see every team’s decisions at once.
The company had pivoted to product-led growth, but the website still described a consulting firm. Buyers were evaluating Learner Mobile on their own, often before ever talking to sales, and the site couldn’t answer their questions.
I needed more than new pages. Each page depended on a decision someone else owned: how leadership wanted to be positioned, what the product could claim, which client stories sales would stand behind, and what pricing to show. I got those decisions made in the right order, then shipped.
THE PROBLEM
A five-page site couldn’t sell a product-led company.
BEFORE
5 pages
Vague messaging, little product detail, and no clear answer to who the platform is for.
THE SHIFT
Product-led
Buyers now judge the product on its own, without a consulting relationship as context.
THE GAP
No system
No messaging framework, no evidence-based personas, no lead capture tied to content.
THE SYSTEM
I built five layers in order, each on top of the last.
Visitors only see the website. I built the layers underneath first, so each page could answer two questions: who is this for, and why should they believe us?
The website
46 pages: product, solutions by audience, expertise, pricing, proof, and open client case studies.
Pricing
Three tiers (Training Platform, Training Solution, Enterprise Readiness), a hidden-costs comparison, and FAQs.
Proof
Client stories from Dillard’s, BSN Sports, ICA, and Oil Stop, placed where buyers need evidence.
Personas
Three personas, built from our most successful clients.
Positioning and voice
North star: “We don’t build training. We engineer readiness.” Voice pillars: simple, authentic, unexpected, engaging, valuable, playful.
BEFORE
5 pages
Home
Content Solutions
Pricing
About Us
Contact Us
AFTER
46 pages, organized around how buyers decide
Home
Why Learner Mobile
AI Differentiation
Implementation
Frontline First
System
Notebooks
AI Assist
Generate with AI
Analytics and Insights
Solution
Discover
Design
Deploy
Optimize
Industries
Associations
Expertise
Instructional Design
Media Production
L&D Strategy
Program Design
Talent Strategy
Pricing
Resources
Case Studies
ICA
Oil Stop
Dillard’s
BSN Sports
Blog
About
SVI
LM Solutions
36 Dollar 360
Contact Us
Book a Demo
Client stories are open case studies. Plus blog posts, privacy policy, and terms.
PERSONAS
Personas based on who buys from us.
The company had too many loosely defined segments. I built the personas from our most successful clients and mapped the buying committee: who decides, who sells it internally, and who can stall it. Every page on the new site is written for at least one of them.
PRIMARY DECISION-MAKER
The Economic Buyer
VP of Operations, COO, or head of field operations at a company with a distributed frontline workforce.
PAIN
Performance varies by manager and location, new hires take too long to be ready, and training doesn’t change behavior.
WHAT THE SITE GIVES THEM
Readiness as an operational outcome they can show leadership.
INTERNAL SELLER
The Champion
Head of learning or training with a tiny team supporting a large, dispersed workforce.
PAIN
More demand than capacity, content that goes stale before it ships, and training people complete but don’t use.
WHAT THE SITE GIVES THEM
Language and proof she can use to make the case to the Economic Buyer.
CAN ACCELERATE OR STALL
The Influencer
HR leader who doesn’t own the budget but signs off on anything touching employee experience.
PAIN
Early turnover, frontline friction, and endorsing a platform that fails.
WHAT THE SITE GIVES THEM
Retention and manager support, plus answers for IT, regional managers, and compliance.
THE BUYER JOURNEY
STEP 1
Trigger
Operational pain
STEP 2
Discover
Searches for training tools
STEP 3
Evaluate
Struggles to tell tools apart
04
Reframe
They see a system problem
THE SITE’S JOB
STEP 5
Decide
Business impact and scale
STEP 6
Adopt
Rollout and setup
STEP 7
Expand
More teams and locations
The site’s real job is the Reframe step. Buyers arrive comparing training tools. The messaging moves them to see inconsistent execution as a system problem, which is where Learner Mobile wins.
KEY DECISIONS
Four decisions that shaped the site.
DECISION 01
Lead with readiness.
Most training platforms sell content. Our clients bought results, like a sales team ready for the floor or a crew ready for the shift. I wrote the whole site around readiness and treated content as the way to get there.
TRADEOFF
Readiness is a bigger claim than “easy training.” Each page had to back it up with a client result, which made the site harder to write.
DECISION 02
Show pricing, including hidden costs.
Product-led buyers compare options before they talk to anyone. A pricing page with three tiers and a hidden-costs comparison answers the question they’re already asking.
TRADEOFF
Published pricing gives sales less room to shape the conversation. We decided transparency would bring in better-fit buyers.
DECISION 03
Simplify the structure to match how buyers think.
I restructured the sitemap around audiences and questions, and cut pages that didn’t earn their place. For example, Channel Partners became part of the Associations page instead of a standalone page.
TRADEOFF
Consolidating pages meant telling internal owners their page was going away. I chose what was clearer for buyers.
DECISION 04
Open the case studies to every buyer.
We first gated client stories behind HubSpot forms, then removed the gates so buyers could see proof before they ever talk to sales.
TRADEOFF
We gave up knowing exactly who reads each story. Demo requests became the lead signal instead.
HOW I RAN IT
Six weeks, five executives to align.
MY TEAM
Copy
Design
UX
SIGNED OFF
THE TIMELINE
6 weeks
W1
W2
W3
W4
W5
W6
Brief
Build
Review
Launch
One brief kept five executives and
three makers moving together.
WHAT SHIPPED
5 → 46 pages
Old site (5)
Relaunch (46)
Vision
Operations
Revenue
Platform
Product
CEO
COO
CRO
CTO
CPO
I had six weeks, a copywriter and a graphic designer on my team, a UX contractor, and five executives to answer to: the CEO, COO, CRO, CTO, and CPO. Only my team reported to me. The project moved because everyone worked from one brief and knew exactly what I needed from them, and when.
WHO
WHAT THEY OWNED
HOW I WORKED WITH THEM
Five executives
CEO, COO, CRO, CTO, CPO
Positioning, pricing, product claims, approvals
I brought each question with options and a recommendation.
Product and engineering
Accuracy of every feature and AI claim
I checked each claim on the site against what the product does.
Sales and client success
Proof points, client stories, objections
Their real objections became page content and FAQs.
My team and partners
Copywriter, graphic designer, UX contractor
Page copy, design, and UX
Weekly briefs and a clear owner for every page.
THE PROCESS
STEP 1
Brief
A creative brief covering positioning, voice, and a page-by-page vision. The single source of truth.
STEP 2
Wireframes
Wireframes for every page, embedded in the brief so reviews happened in one place.
STEP 3
Copy and proof
Every page written for a persona and backed by a client result.
STEP 4
Build and launch
HubSpot pages, forms, and case study workflows, then launch.
HOW REVIEW WORKED
Leadership reviewed the pages right in the design file.
880
comments in the design file
714
resolved
9
people reviewing
COO
Notebooks
The page sold Notebooks as a way to keep other sources out. That felt secondary.
WHAT CHANGED
Reframed the value around scattered company knowledge, centralized and put to work.
COO
AI Assist
The page only covered content editing. The assistant also handles assignment rules and course settings, and was going live across the platform.
WHAT CHANGED
Added a new section on what the assistant can do platform-wide, after a working session with the product team.
COO
Generate with AI
Courses can be built from a prompt, with no source material. The page also needed a clear link to Notebooks.
WHAT CHANGED
Rewrote the section and added a Notebooks block that connects the two pages.
COO
Analytics
Two claims went past what the product does: flagging gaps and a CRM connection.
WHAT CHANGED
Pulled both claims and reordered the metrics to adoption, engagement, completion, readiness.
Feedback paraphrased from resolved comments in the Learner Mobile design file.
THE HELP CENTER
I also launched the Help Center.
Every product question went through a Client Success Manager, so support effort rose with every new customer. I pitched HubSpot Service Hub as a self-service knowledge base, won leadership buy-in, and shipped it alongside the relaunch so support could grow through systems instead of headcount. I drafted and refined articles with Claude and ChatGPT.
BEFORE
Customer question
→
Client Success Manager
→
Answer
Every answer waited on one person, and the same questions got answered again and again.
AFTER
Customer question
→
Help Center + Power Bar AI
→
Answer
Customers find answers on their own, and the AI Power Bar uses the same articles as its source.
215
Help Center pages published
2,100+
Views a month, on average
750+
AI answers a month
HOW EVERY ARTICLE GETS MADE
Question spotted
Client Success
Article drafted
Marketing (me)
Accuracy check
Product & IT
Published
Marketing
Searches tracked
HubSpot analytics
Content improved
Whole team
WHAT LAUNCHED FIRST
AI
System overview
Navigation
Announcements
Elements
Users
General FAQs
Why it matters for AI: the Power Bar is only as good as what it can read. Every article makes its answers more accurate, and gives search engines and AI answers something to cite.
RESULTS
The first 30 days, measured.
2 → 135+
Monthly demo requests
10 → 175
Pricing page views
4.5%
Of visitors requested a demo, against a 1% target
The old site had no lead capture or dashboards, so there was no baseline. In the first 30 days, about 3,000 visitors produced 135+ demo requests.
WHAT I MEASURED FROM LAUNCH DAY
01
Traffic
Visits to solution, system, and pricing pages
02
Open case studies
Gates removed so every buyer can read the proof
03
Demo requests
NORTH STAR
Book a Demo form fills, the clearest sign of buyer intent
RESULT About 3,000 visitors in the first 30 days
RESULT Demo requests became the lead signal
RESULT About 4.5% of visitors, vs. a 1% target
Launch
Baseline starts
30 days
First readout
90 days
Compare and adjust
See the new site live at learnermobile.com ↗
RETROSPECTIVE
What I’d do differently.
01
Connect website leads to pipeline.
Demo requests are a strong start, but we don’t yet track which website leads become deals. Next, I’d connect form fills to pipeline in HubSpot so the site’s revenue impact is visible.
02
Set targets before launch.
We now track everything, but I’d define what success looks like for traffic and leads before launch, so the first month tells us something.
THE PM TAKEAWAY
Running a launch means making the calls that fall between teams.
Messaging, personas, pricing, and proof each had a different owner, and the website needed one answer. I pulled people who don’t report to me toward a shared customer and a decision, then shipped it. That is the work I want to do as a product manager.
LET’S TALK
Building for real people at scale?
I’m looking for an Associate Product Manager role on a team like yours. The fastest way to reach me is LinkedIn.
NEXT CASE STUDY
Learner Mobile: the 3-year story →
From consulting firm to product-led company.