S - For after-point of sale service warranty renewals, Dell has 2 sales motions - online self-serve and offline sales-led. The online sales motion had increasing appeal post-Covid but was built on a legacy integration. Post-Covid, the online motion suddenly became the preferred choice and opened opportunities to acquire new SB customers and startups.

T - I was tasked to bring teams together to build future-proof online purchase experience for APOS. However, at the time, my team was already engaged with scoping out custom shipment capability to improve checkout conversions, so we had to revisit our priority list.

A -

1. To scope out the problem, I listened to 50+ call logs, worked with data team to understand potential drop in sales and figure out key customer concerns - limited choice of renewal services and auto-renew options
    

Needs refinement

Pivot, prioritization/tradeoff to drive business outcomes, reacting to changing market factors, pivot

Aligned cross-functional teams to build capabilities for self-serve after-point-of-sale purchases for consumer and commercial users, increasing online adoption by 25% and revenue by $150M

S - For after-point of sale service warranty renewals, Dell has 2 sales motions - online self-serve and offline sales-led. The online sales motion had increasing appeal post-Covid but was built on a legacy integration. Post-Covid, the online motion suddenly became the preferred choice and opened opportunities to acquire new SB customers and startups.

- Why Self-Serve is important in B2B?

- B2B customers are digitally savvy and eager to use self-service channels.

- B2B customers are 1.4 times more likely to start their support journey in self-service than B2C customers.

- However, nearly six in ten B2B customers who start in self-service also report using assisted service.

- Failing to resolve customer issues in self-service channels is a missed opportunity to reduce cost to serve and to reserve assisted interactions for more important, value-added needs.

T - Post-lockdown, our brand loyalty survey showed that 55% of online customers are likely to change brand based on self-serve or no-touch capability for device and warranty management. Pre-covid, this was not in our top 10 factors.

We had to deprioritize something else, I was focusing on custom packaging options for SB customers at the time.

A -

- First, I wanted to scope out the problem and understand challenges with offline sales motion, I talked to sales and listened to 50+ call logs to analyze customer behavior. I calculated the drop in revenue due to drop offs in online motion. It translated to about $200M annual incremental revenue on self-serve warranty management capability for Dell devices.

Support call top 2 concerns : choice of renewal services and sharing card info on call.

Customer impact calculated as: Online traffic on MyAccount x Conversion rate compared it with offline traffic x offline conversion rate

- Conflict with Services business teams

- For services purchases, Dell had 3rd party app integration. Services product team was suggesting for a quick solution of improving current online experience

- Quick solution was on legacy path and had poor conversion rate.

- I suggested moving the experience to MyAccount portal itself and building on newer architecture. MyAccount has deeper integration with customer’s devices and services, so in future, higher LTV will be possible on MyAccount. Benefits Dell if customer completes renewal purchase on MyAccount page

- Evaluated trade-offs of legacy solution vs new solution. New solution can have future implication on advanced features like recommendations engine built right into MyAccount app. Old solution would build tech debt and require maintenance to ensure feature parity.

- In conclusion, I convinced services leadership and avoided tech debt to gain $150M incremental revenue in next 6 months.

- Second, I wanted to ensure that the solution would work, I worked with MyAccount experience team to build a mock and get quick feedback from customers.

MyAccount northstar metric is active users count and average revenue per account.

What was MyAccount team working on? Improving experience of saved items for online customers.

Why did they agree to listen to you? MyAccount would benefit with additional traffic from existing users. There are other upsell opportunities that MyAccount can tap into once user is in. Increase in lifetime value by 10% if user comes to MyAccount for services purchases.

- Third, I worked with engineering team on northstar architecture to build a superior purchase experience that can enable capabilities to purchase services as well as kept flexibility in API to build for other item types in future.

- I talked to sales directors of SB sales to align on priorities and resolve conflict:

- Talked to his teammates in 1:1 first. Urgency of SB feature of packaging choice also reduced due to Covid, as more customers started buying 1-2 devices directly shipped at user’s home address.

- RICE framework = Reach x Impact x Confidence / Effort. Higher reach and impact on LTV for warranty purchase feature than custom packaging. Efforts are similar.

- Talked to couple of SB customers quickly to gut check the feature relevance. SB customers could benefit from the self-serve feature on warranty renewal capability as well. So the SB team was interested in the cause as well.

- Presented the summary in a joint call with his top team members.

R - Able to satisfy both teams and launched self-serve renewal warranty revenue that saw 30% order migration to self-serve portal in the first 3 months and are projecting incremental warranty renewal revenue of $150M+ this year.

What about the initial feature with packaging selection?

We shipped it 6 months after and were able to see the adoption from the EMEA SB customers who requested it.

### Driving Resourcefulness and Results

This story should showcase your ability to achieve significant outcomes despite constraints like limited time, budget, or competing priorities.

- **Situation:** At Dell, I was tasked with building a new self-serve after-point-of-sale purchase flow to help our consumer and commercial users manage their post-purchase needs online.

- **Task:** The challenge was significant, as this initiative required a new product flow and gaining buy-in from three distinct cross-functional teams that had their own competing roadmaps and priorities: our main e-commerce platform team, the order management system team, and the user-facing support team.

- **Action:** Rather than trying to force a top-down solution, I took a resourceful approach. I initiated a series of workshops with the key stakeholders from all three teams to identify shared pain points in the existing manual process and to collectively define a common vision for a self-serve solution. I then developed a phased roadmap that started with a small MVP addressing a critical, high-volume pain point. By focusing on a shared, immediate win, I was able to secure commitment and resources from all three teams.

- **Result:** This resourceful collaboration led to the successful launch of a self-serve after-point-of-sale flow that increased online adoption by 25% and generated an additional $150M in annual revenue, proving the value of the platform and building strong cross-team relationships for future initiatives.