The problem.
Australian super is, for most people, a low-engagement product. Members rarely log in, and when they do, they want clarity, not jargon. New funds inherit that disengagement and have to earn attention from scratch.
Tomorrow Super wanted every member-facing surface to do two things at once. It had to deliver service efficiently, and it had to signal a different kind of fund. The default category playbook of dense forms, generic mailouts and clunky portals wasn't it.
The approach.
Treat the member experience as the product. Start with the handful of things members come to do, checking a balance, updating details, switching investments, drawing down at retirement, and make the right action the easy one each time.
- Mapped every member path from joining to withdrawing and owned each one as a single product.
- Rewrote category-standard comms to say what they mean. Plain English where rules allowed, plain explanations where they didn't.
- Built a portal that reads fast on a phone and doesn't make members hunt for the action they came to do.
- Tightened the loop between servicing ops and product so the people answering inbound questions today shaped next quarter's roadmap.
The outcome.
A coherent member-facing experience across portal, servicing, and comms. Self-service handled the routine cases, freeing servicing for the harder ones.
The brand and the experience matched. A member who clicked through an ad found a product that behaved the way the ad promised.
What I learned.
A new fund can't compete on features, because the features are the same everywhere. It competes on service, and in super the member experience is the product.
The people answering member calls today are the best source of product insight for next quarter. A tight loop with servicing beat any structured discovery sprint we ran.