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Skills
UX Research · Behavior Design · Systems Design · Product Strategy
14x
Sales close rate increase
1.5x
User activation & conversion
200k lbs
CO₂ reduced annually
Electrifying a home is one of the highest-impact decisions a household can make for the climate. It’s also expensive, technically complex, and usually triggered by something breaking.
Most people we spoke to weren’t opposed to electrification. They were stuck. They understood the idea but couldn’t see a path from where they were to actually doing something. The product reflected that tension — thorough and personalized, but dense. People disengaged before they could act.
Better information wasn’t the answer. The gap was between understanding and movement.
The original experience relied on long-form content that was hard to scan and easy to abandon. I moved toward a modular structure — information broken into sections that could be skimmed, revisited, and personalized to each user’s home, location, and values. Instead of presenting everything at once, the product met people where they were.
I mapped the full journey of replacing a home appliance using Jobs to Be Done, then layered in COM-B to understand what was actually blocking progress at each stage. The insight was that people weren’t stuck because they lacked information — they were stuck because the process felt fragmented and the timing was rarely right. That reframe shaped everything that followed.
Understanding wasn’t the bottleneck — execution was. I designed structured guides that broke complex processes into manageable steps, tied to each user’s specific situation. Alongside that, we built a rebate finder, contractor search, and cost estimator — not as standalone features, but as ways to keep momentum going once someone decided to move forward.
Partway through the project, we were exploring selling Canopy as an employee benefit to private companies. Adoption was inconsistent. Through research, we saw stronger traction with cities and community organizations — groups already trying to encourage electrification with localized support networks.
We also made a deliberate choice not to market directly to low-income households. Instead, we positioned Canopy as a tool for community outreach workers — people already in trusted relationships with those homeowners. It was a values-driven call: if the product wasn’t right for someone’s situation, we didn’t want to sell them on it. We wanted the people who knew them best to make that judgment.
The move to a community-based model produced a 4x increase in close rates compared to the earlier approach. Within the product, clearer information and structured support reduced drop-off at key decision points.
At a broader scale, the product contributed to an estimated 200,000 lbs of CO₂ reduction annually. Canopy was later acquired by SELF, a nonprofit green lending bank, where it continues to operate as a lead generation and guidance tool.
© 2026 Adam Baumgartner
