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Case Study

Canon Professional Services (CPS) - AU & NZ

MarTechSubscription ServicesCustomer Experience
Canon Professional Services (CPS) - AU & NZ
Role

Digital Product Manager

Timeline

18 months

Team

Engineering, Design, Canon Business, Customer Experience

Tools & Methods

FigmaJiraSalesforceAmplitude
Process

How I work

The Challenge

Professional photographers, videographers, and emerging creators faced adoption barriers with the existing CPS program. The program needed to expand access for early-career creators while delivering a seamless self-service experience that reduced dependency on manual operations.

My Approach

  1. 01

    Discovery research

    Conducted qualitative interviews and quantitative surveys across professional photographer, videographer, and emerging creator segments to map adoption barriers and unmet needs.

  2. 02

    Membership model design

    Designed a tiered membership with inclusive eligibility criteria and clear benefit laddering — making the program accessible to early-career creators without diluting professional value.

  3. 03

    Platform lifecycle design

    Defined the full member lifecycle across onboarding, eligibility verification, product servicing, and retention touchpoints — ensuring each stage had clear system logic and self-service capability.

  4. 04

    Data capture strategy

    Designed tracking across user behaviour, engagement, and service interactions to enable lifecycle analytics, retention signals, and future personalisation of member benefits.

  5. 05

    Portal delivery

    Launched a scalable self-service portal with membership management, product eligibility tracking, service requests, and benefits redemption — reducing dependency on manual operations teams.

The Outcome

Delivered a scalable CPS self-service platform with full member lifecycle coverage, a data tracking strategy, and measurable reduction in manual operations dependency. Defined success metrics across adoption, engagement, retention, and lifetime value.

Key Learnings

  • Expanding eligibility to emerging creators required reframing what 'professional' means internally — a change management challenge as much as a product one.

  • Self-service only works when the underlying data and integrations are reliable — surface-level UX improvements won't fix broken back-end flows.

  • Six-team coordination demands a single source of truth — keeping Confluence as the system of record was critical to velocity.

Key Results

AU & NZ

Program Scope

6+

Stakeholder Teams

3

Customer Segments

FAQ

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Tags

Product StrategyUser ResearchRoadmappingA/B TestingData AnalysisAgile/Scrum