DataLouna

DataLouna sold subscriptions to sports predictions built on its own model. I joined as an external researcher and art director to examine why people were not finding enough value to subscribe. The work connected the acquisition funnel, the product experience, and unit economics, and helped the team choose a B2B data business.

Testing the subscription business early

At the start, I worked with the team on unit economics and reviewed how visitors reached the product, where they dropped out, and how they converted. We traced the journey through landing, registration, onboarding, matches, history, subscription, and support, with separate paths for guests, registered users, and subscribers.

The review pointed to a business-model problem. The team believed strongly in its prediction model, but model accuracy alone gave a consumer too little reason to keep paying. We saw more promise in supplying data to other businesses. That conclusion shaped how much we expected from the B2C improvements.

Making informational traffic useful

The blog was not giving informational visitors a useful route into the product. I reviewed the content approach and how evergreen articles could answer recurring questions and connect readers to relevant match analysis. The same gap appeared in prediction cards: they showed an output without enough context for someone to judge its value at first contact.

A corridor walkthrough and a review of other products helped identify what was missing between seeing a prediction and deciding what to do with it. The priority became making that first encounter useful before asking someone to subscribe.

Giving the first prediction enough context

We brought probability and risk-management context into the B2C flow so a person could understand more than the predicted winner. My UX direction separated probability, confidence, and uncertainty, added analyst explanation, and gave each account state a clear next action. I supported this through information architecture, UX briefs, design reviews, and implementation feedback.

I also recommended one complete promotional match before payment, so a guest could evaluate the service on a real example. The public product screens show the match history, risk, and analysis context; the promotional match was a recommendation.

Moving the business toward B2B data

The B2C flow became more complete, but it did not produce a substantial business uplift. This was consistent with the early economics review: improving the experience could not, by itself, make the subscription proposition compelling enough.

The audits gave the team a basis for redirecting its effort toward B2B. DataLouna began earning as a data supplier rather than relying on consumer subscriptions. The team also learned to read its unit economics and use them to decide where to invest. My contribution was the research and product direction that helped connect those business choices to the customer flow.