Brand Elevation - Earnin

How A/B testing and its results led to a brand and website refresh.

When 2019 | Skills Testing Plan, A/B testing, Conversion Rate Study, Low-fidelity and Hi-fidleity Wireframes


Earnin is a fintech startup making paychecks accessible to people as soon as they get off work. In addition to that, it has a savings product, a rewards product, and a healthaid product too. However, their Cash Out product is the most used and a prerequisite for additional features.

The Challenge

The CEO wanted to shift the narrative from pity-based to building a movement. Previously, their communication would go like this- “I need gas but I don’t get paid ‘til next week, so I used the earnin app to cash out today!”

Even though there was internal consensus that the communication should be one that encourages people to take control of their finances and take back payday, we didn’t want the numbers (install rates, conversion rates, etc) to get affected or lose our loyal customers.


The following goals were set for Q3 and Q4 by the Brand team in collaboration with Product Marketing and User Acquisition:

  • Test creatives (copy as well as design) on app store and social media.
  • Build a website from its learnings.

My Role

As a senior member of the Visual Design team, I led the testing projects and jumped in to lead the way in the later part of the website project.

Process & Outcomes

Play Store Testing

Process: I started out with building a testing plan- I divided the different content directions we could take into buckets, tested each bucket thoroughly, cross tested the buckets, and iterated the designs based on the learnings. When the numbers were good, I would push it live on Play Store and App Store. Everytime, the change was minimal so I could really track what people were reacting to.

Outcome:We achieved the highest ever install rate during that last test.


Facebook Testing

Process: A colleague from the User Acquisition team and I were co-running the testing on Facebook. Initially, when we decided to run these tests, I came up with a testing plan very similar to the one for Play Store. But we soon realized that this platform had a much larger impact on our numbers than App Store therefore we needed to trudge carefully.

I came up with a couple of design templates and encouraged the writers to use them. In the beginning of the project, we brainstormed a few creative directions that the writers would think under. And then every week, the writers would come up with lines that were tested across directions. This plan worked like a well-oiled machine for a little over a quarter.



Brand Guidelines

Process: Simultaneously, I came up with a plan to uplift the brand. We had all these learnings from the testing and a brand perception study that one of the User Researchers on the team had done. By the end of Q3, we were already 4 designers and there was also a need from our external partners to have a go to place for brand reference. So it seemed like a good time to try it.

Outcome: Based on the needs of internal and external teams, I made these brand guidelines.

Website Refresh

Process: When we started this project in Q4, my role was giving constant feedback and direction to the junior designers on the team who were, at this time, understanding the existing user flows and exploring wireframes.

By the middle of Q4, we needed all hands on deck to convert the wireframes into hi-fidelity screens. By this time, the brand guidelines project was released and that made it a little easier to explore interesting directions.


Outcome: You can see the home, product, and leadership pages here.

Homepage, Product page, Team page, and Work with us page