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 (dense PDS forms, generic mailouts, branch-style portals) wasn't it.
The approach.
Treat the member experience as the product. Start with what members actually do (check balance, update details, change investments, withdraw at retirement) and design each journey so the right action is the easy one.
- Mapped every member journey end-to-end (joining, contributing, switching, withdrawing) and owned each one as a single product surface.
- 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.
New entrants don't compete on product features. They compete on service quality. In super, the member experience IS the product.
The team servicing members today is the best source of product insight tomorrow. Tight loops between ops and product beat structured discovery sprints.