Drivers Club

Problem Space

Web sales only achieved low double-digit weekly sales.
The product margins were very small and did not support reinvestment into value creation.
Drivers club started as a roadside addon to insurance and struggled to evolve.
We were challenged to flesh out the benefits and drive stand-alone sales.

Partnered with General Manager to hire cross-functional teams. Hired Product Managers, Marketing Leaders, Engineers, and Operations leaders.
Developed a product-shaping framework for the team to use an operating model.
Partnered with General Manager to communicate product strategy and results.
Defined roles and responsibilities and coached collaboration.
Led team through strategic planning and experiment design.
Led team through prioritization frameworks and approaches.
Managed 3rd party partner relationships and integration.
Built product and platform investment plans to support refactoring legacy technology.
Led changes across the organization to enable drastic conversion improvement. I.e, login reservations saved payment wallets.

Members shared that they support our mission. We will see increased weekly sales if we market our membership as supporting saving driving culture.
If we upsell HDC with upgraded benefits of an existing Hagerty product.
If we show the price as a monthly amount instead an annual amount, we will see increased start and completion ratios.
We will see improved overall sales yield if we offer a free trial.
If we reduce login creation friction, we will see improved completion rates.

Product Improvements

Increased overall weekly sales by 600%.
Achieved profitability by increasing unit price by $25. Validated annual impacts through pricing tests.
Tested price positioning and achieved 30% improved conversion through monthly price positioning.
Improved weekly conversions by 45% by offering a free trial.
Redesigned account creation and improved checkout conversion by 35%
Learned that initial positioning around charity support was not successful.