Tell me about a time you refused to launch a product because the quality was too low, despite pressure.

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Anonymous · Accepted Answer

I was about to launch a new rewards program and define the requirements for US
markets, that is when I did a survey with 25 users to get qualitative feedback
on what are the most confusing parts of the legacy rewards program and the
unanimous feedback was to better help comprehend the value of rewards in a
currency value a user can easily understand versus the points value system.
Based on the feedback, I collaborated with the design team to come up new design
specs that focuses on currency and also aligned to the strategic value to scale
the product offerings beyond the US markets or users trying to make
cross-broader transaction. This added a few weeks as each team required to
assess the impact of this change as well as get alignment from the leadership.
In the end, everyone accepted the design upgrade as innovative ad something that
would reduce the cognitive load on the user to do the math. When I launched
this, it was highly perceived as innovative, high ease of use, increase in
redemption and average booking value (as users began to see upfront savings/earn
value in a currency they understand without having to do the calculation) and
now launched across millions of users.

Tell me about a time you refused to launch a product because the quality was too low, despite pressure.

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