Wom

Democratizing Engagement

Unlocking revenue by rethinking payment access

Overview_

WOM is one of the top telecommunications companies in Chile. The business wanted to turn its mobile app into the main window for products, exclusive benefits, and partnerships with services like Spotify and Netflix, but low engagement and missing payment options for prepaid users, who make up the majority of the base, blocked the growth goal.

Problem_

Moving companies didn't trust our volume estimates; they couldn't tell a small job from a big one. Without that trust, dynamic pricing wasn't possible.

My role_

I owned this initiative end-to-end. I defined the research strategy and success criteria, designed the new user flow, and led cross-functional collaboration with Product, CS, and BI, identified the failure point, and drove the pivot.

Problem_

Most of WOM's customers are prepaid users. They don't have credit cards or bank accounts, so they couldn't buy anything in the app, no monthly offers, no Spotify, no Netflix. The marketplace existed, but it wasn't built for them.

Postpaid users could pay, but rarely opened the app. Only 7% came back more than twice a month.

My role_

I led design and research end-to-end. I ran user research across prepaid and postpaid segments, designed the marketplace and new payment flows, and partnered with Product on prioritization, Analytics on sizing, and Customer Service on user pain points.

Constraints_

Business: we couldn't disrupt existing revenue

streams or the postpaid experience that was

already working.

Regulatory: Chilean financial regulations limited which payment methods could be offered to prepaid users.

Budget: the solution had to work within the telco's existing infrastructure and partner ecosystem, no custom payment rails built from scratch.

Technical: The solution had to
integrate with the existing system; rebuilding from scratch wasn't an option.

Empathy map

Card sorting

User personas

Approach_

Working with stakeholders, the product team set the strategic priorities. I partnered with Analytics and Customer Service to combine quantitative performance data with qualitative user feedback, and led user research across both prepaid and postpaid segments to understand why the current marketplace wasn't landing.

The research focused on three questions:

Who is actually opening the app?
What stops them from converting?

What would make partnerships like Spotify and Netflix feel accessible rather than aspirational.

Insight_

The data was clear:

93% of users opened the app once a month or less.
70% couldn't access the marketplace no viable
payment method.
60% of prepaid users wanted the offers and partnerships, but had no way to pay monthly.
Postpaid users wanted one place to manage their subscriptions.

The reframe: this wasn't an engagement problem. It was an access problem. Most of the base was locked out of the value WOM was building.

From this approach, a few key insights emerged:

• 65% of delays came from missing
documents. Companies often
uploaded incomplete details.

• Workers were uploading

documents that couldn't be

processed easily, adding to the

complexity.

• External tools like Google sheets

and Notion were used by our

specialist to be able to keep track

of their task, adding friction

to their process.

Solution_

We rebuilt the marketplace around a payment layer that recognized the full customer base, not just those with credit cards. Prepaid users gained new ways to pay for monthly offers and partnership subscriptions within regulatory limits, and the marketplace surfaced Spotify, Netflix, and WOM's own benefits in a single, consistent flow for every user type.

Key design decisions:

Unified Postpaid and Prepaid

Entry points into one marketplace, with eligibility handled invisibly in the backend.

OG Post-Paid

Pre/Post united view

OG Pre-Paid

OG Post-Paid

Pre/Post united view

OG Pre-Paid

OG Post-Paid

Pre/Post united view

OG Pre-Paid

Context Payment Methods

We made payment options the starting point, not an afterthought. Every offer now shows only the payment methods the user can actually use, credit, debit, cash, or Caja Amiga kiosks. We also launched WOMPAY, which lets users save their cards and complete top-ups or bill payments in a few taps.

Post-Paid methods

Pre-Paid methods

WOMPAY

Integrated Partnership

Integrated partnership subscriptions (Spotify, Netflix, FOX) into the same purchase flow as WOM's own offers, so the app became the single place to manage everything.

Partnership tier 1

Partnership tier 2

Multiple service offer

Context Payment Methods

We made payment options the starting point, not an afterthought. Every offer now shows only the payment methods the user can actually use, credit, debit, cash, or Caja Amiga kiosks. We also launched WOMPAY, which lets users save their cards and complete top-ups or bill payments in a few taps.

Post-Paid methods

Pre-Paid methods

WOMPAY

Integrated Partnership

Integrated partnership subscriptions (Spotify, Netflix, FOX) into the same purchase flow as WOM's own offers, so the app became the single place to manage everything.

Partnership tier 1

Partnership tier 2

Multiple service offer

Context Payment Methods

We made payment options the starting point, not an afterthought. Every offer now shows only the payment methods the user can actually use, credit, debit, cash, or Caja Amiga kiosks. We also launched WOMPAY, which lets users save their cards and complete top-ups or bill payments in a few taps.

Post-Paid methods

Pre-Paid methods

WOMPAY

Integrated Partnership

Integrated partnership subscriptions (Spotify, Netflix) into the same purchase flow as WOM's own offers, so the app became the single place to manage everything.

Partnership tier 1

Partnership tier 2

Multiple service offer

Outcome_

Expanding access turned the marketplace into a genuine revenue channel and exceeded the business goal set for the first year:

14.5% active app engagement achieved (target: 13%, baseline: 3.5%).
Approximately $69.7M in revenue generated (target: ~$68M).
Monthly payment access opened to the majority of the prepaid base, previously locked out entirely.

We exceeded all targets:

Specialists handled 27% more cases (12 to 15 per month)
Time per case dropped 51% to 1.7 months
Customer service tickets dropped in 80% of cases, followed standardized templates.
Satisfaction reached 4.9 (target: 4.8)

Takeaway_

Democratizing access to WOM's mobile marketplace did more than lift engagement, it reframed what had been seen as a product problem as a structural one. The biggest barrier wasn't the interface; it was who the interface was built for.

By designing payment as part of the experience rather than a constraint around it, we turned the majority of WOM's base from excluded customers into active ones, and gave the business a predictable, scalable revenue stream.