People won’t buy a fix for a problem they don’t understand, even when it’s putting them at risk.
How I lifted demo bookings 27% on AudioEye’s top lead-gen page, with no design team and no added budget.
Finding the revenue lever
AudioEye’s strategic priority was to convert more of our existing demand instead of spending more to generate new volume. I identified the Web Accessibility Checker as the clearest lever. It was one of the highest-traffic pages on the site, had no dedicated designer, and fed directly into Sales Accepted Deals (booked sales demos), a revenue metric owned by our SVP of Revenue Marketing. Tying the redesign to a number leadership already tracked is what got it prioritized.
Breaking the stalemate
Planning began with our UI/UX Designer, but a reduction in force eliminated the role and stalled the work. When I picked it up, the team was stuck debating direction with no decision in sight.
I ended the debate by designing three directions, each taking a different position on how much to lead with risk. Giving stakeholders concrete options broke the stalemate. We aligned within a month and shipped two weeks later.
Pitching too soon
The existing page assumed visitors would move fluidly from problem to proof to pitch. It tried to deliver all three messages at once above the fold. Your site has accessibility issues, automation can only fix so much, so AudioEye can help.
Our researcher ran user interviews to test that assumption, and it didn’t hold. Visitors were confused by the top of the page. They wanted to understand what their risk meant for their business before being pitched a solution.
Revealing results in stages
I redesigned the page around tabs so scan results surfaced progressively instead of all at once, and I reordered the content to match what research showed visitors needed most.
Compliance status and lawsuit risk led the page, so the stakes landed before anything else. Next came the top issues, with who each one affected, why it mattered, and how to fix it. AudioEye’s solution came last, once visitors understood what they were looking at.
A claim we could defend
We wanted industry benchmark data to support what we were hearing, but I couldn’t find a source I trusted. Instead of leaning on numbers we couldn’t verify, I proposed a retail versus non-retail split built from the one reliable dataset we had. It was a smaller claim than a market benchmark, but one we could stand behind.
Owning it end to end
I chose to own this project hands-on. The page was too important to wait on a backfill, so I took on the UX flow, UI design, and content strategy myself. I also ran the project, keeping engineering, research, and marketing aligned through a two-month push from direction to launch.
Early indicators it worked
The page relaunched July 22. In the seven weeks that followed, the rate of results-page visitors booking a sales demo rose 27%, from 0.26% to 0.33%. Site-wide demo bookings rose 26% over the same period.
It’s an early read. We’re still measuring how much of the site-wide lift traces back to this page and how many of these demos become Sales Accepted Deals.
Where I’d add rigor
We launched the new page outright instead of A/B testing it, with an agreement to revert if it underperformed. With no design team and leadership watching, shipping fast was the right call, but it means I can report a before and after rather than a controlled result. Next time, I’d split traffic, even for a short window, so the lift carries attribution instead of correlation.
I’d also close the research loop. We interviewed users to find the problem but never went back to confirm the redesign solved it for them. Conversion shows more people booked a demo, but not whether the experience got clearer, which was the real hypothesis.
Clarity converts
People don’t act on risk they don’t understand. Leading with diagnosis instead of the pitch is the change I’d credit for the lift. The project itself only happened because I tied design to a metric leadership already tracked, instead of waiting for an assignment.
The team
UX/UI Design & Content Strategy | Sojin Rank |
Copyeditor | Jeff Curtis |
Software Engineer | |
User Research | Anna Newton |