Glints: 🧾 Self Serve Subscription Plan
Redesigned the subscription flow to let employers purchase plans independently, creating a smoother user experience while unlocking a scalable revenue channel for the business.
Role
Product Designer
Platform
Website
Duration
Collaborator
Jenny Tjhio
Product Manager
Tung An
Design Lead
Pawan Bansal
Senior Engineer
Andi Awwal
Senior QA Engineer
Overview
This project introduced a self-serve subscription plan for employers on Glints. Previously, companies had to contact sales to purchase a plan, which made the process slow and intimidating for some users. By enabling direct purchase through the website, the goal was to give employers more flexibility and unlock a scalable revenue channel.
Problem Statement
The main problem was that subscription plans were not flexible enough for SMEs. Manual invoice data showed that many small companies only purchased 6 job slots, but the existing subscription packages forced them to take 10 slots minimum, 20 slots, or contact sales for a custom plan. This created friction for employers who wanted to start smaller and scale later.
Employers could view subscription plans on the website, but the only available action was “Contact Sales”, which meant filling out a form and waiting for a sales replies.
This created extra friction and made some employers hesitant, especially smaller ones who just wanted quick access.
Discovery
From data and observation, several pain points became clear:
Dependency on Sales Contact
Employers had the feeling to wait for a reply, which delayed activation by some moments .Rigid Package Structure
Smaller companies couldn’t choose lower slot counts, even though invoices showed they often purchased only 6.Unclear Pricing Confidence
Many employers felt hesitant to reach out, fearing hidden costs or inflexible plans.
Competitive Analysis
I benchmarked several competitors: KitaLulus and Dealls!. Additionally, i did take a quick look from Spotify for another angle of references. These patterns validated the idea that adding self-serve was industry-standard and user-expected. Key insights:
Clean and Simple Layouts
Competitors used straightforward layouts with clear benefit breakdowns, reducing friction and making it easy for users to compare plans at a glance.Primary CTA for Self Purchase
Most competitors put “Buy Now” or “Upgrade” as the main CTA, showing that direct checkout is expected and speeds up decision-making for users.Sales as a Secondary Option
While self-serve was prioritized, sales teams were still positioned for custom or enterprise deals. This balance ensured smaller buyers weren’t blocked while larger accounts still got tailored service.
1st Design Process
Together with the PM, I designed a flow that highlighted a new 6-10 slot package as the flexible option for customers. The idea was to simplify decision-making by showing only this package on the subscription page, positioning it as the single self-serve choice. While this approach made the path clearer for small employers, it also meant that the legacy 10 and 20 slot plans were no longer visible.
Challenges
During the design review with key stakeholders, a new challenge emerged. While the 6–10 package was valuable, the team emphasized that it was also important to keep legacy packages (10 and 20 slots) visible for transparency and fairness. Showing only one flexible plan risked creating bias, whereas keeping multiple options side by side would build more trust.
Legacy Packages
Keeping the 10 and 20 slot plans visible was important for transparency. Removing them could create bias and reduce trust.Business Alignment
What started as a solution focused purely on SMEs had to be reframed so that it also served larger employers fairly.
Breakthrough
The breakthrough came when I reframed the design: instead of choosing one direction, both the flexible six-to-ten slot plan and the legacy packages could coexist on the same page. This way, SMEs had an accessible entry plan while bigger companies still saw familiar options.
2nd Design Iteration & Decision
In the final design, I combined the new 6–10 slot Growth plan with the legacy 20 slot Scale and Unlimited options. This solved the team's concern about transparency, employers could compare multiple packages side by side and feel confident about their choices.
Key improvements included:
Showing all plans together (Growth, Scale, Unlimited) to build trust.
Highlighting Growth as the flexible entry plan for SMEs.
Using a comparison modal to break down features and pricing clearly.
This approach merged flexibility with fairness, creating a subscription flow that worked for both small and larger employers.
Results
Self-Serve Subscriptions Created a New Stream of Weekly Billings
After launch, self-serve plans began contributing consistent weekly revenue. While modest compared to sales-driven channels, it validated that employers were willing to buy subscriptions directly on the platform.
SMEs Drove Half of All Purchases
50% of subscriptions came from small companies, followed by 30% from medium-sized companies. This showed the new Growth plan (6–10 slots) effectively addressed SME demand while remaining relevant for larger employers.
Key Takeaways:
Flexibility Drives Adoption
Smaller entry packages made subscriptions more accessible for SMEs, who had been underserved.Transparency Built Trust
Keeping legacy plans visible ensured fairness and gave employers confidence that no options were hidden.
Design Unlocks New Revenue Channels
By turning a sales-only flow into self-serve, design directly contributed to a scalable revenue stream.
See potential here?
Let’s chat and design solutions tailored to your business needs.