Five years ago, I led a design team on a product I was deeply passionate about. Today, I learned it's been sunsetted. It's a bittersweet moment—tinged with disappointment, but also rich with reflection. So instead of mourning the end, I want to share what I learned along the way.
How it started
Imagine Zillow offering rental protection for just $38 a month. In return, landlords could lower security deposits, making their listings more attractive to potential renters. A win-win—on paper. We were energized by the possibilities, and I stepped in as the design lead, partnering with another designer to bring it to life.
But big ideas don't always mean big impact—especially without the fundamentals.
Product-market fit is non-negotiable
Our initial hypothesis required landlords to waive security deposits. Sounds simple, right? But early research made it clear: most landlords weren't interested. Still, we pushed forward, hoping design could sway them.
This was our first misstep.
You need at least 70% confidence in product-market fit before going all-in. That means understanding the size of the market, identifying your audience, and having a viable go-to-market plan. We skipped those steps and ended up spinning our wheels—building features, testing flows, trying to shape a product people might want instead of confirming they actually did.
Looking back, we should've done more upfront research to define the real demand.
Know what you're building on
Our goal was to increase adoption of Zillow's leasing and payment tools by bundling in rental insurance. But the truth? Our existing systems weren't ready for that level of complexity.
Instead of enhancing our core offering, we piled more onto an already shaky foundation. We underestimated the effort needed and overestimated how much value users would see in the bundle.
Before adding new features, audit your current product experience. Ask: Are we solid where we stand? Are the fundamentals working? If not, start there.
Trust your researchers
If your research team tells you users aren't interested—believe them.
Don't cherry-pick what supports your vision or use user testing to validate a concept that hasn't proven its worth yet. We leaned on usability research to prove market fit, which was a fundamental misstep.
Instead, use qualitative research early to deeply understand the problem, the people, and the patterns. Let the insights guide the direction—not justify it.
Keep it small until it's real
If I could go back, I'd push harder to validate the idea before diving into end-to-end design. We tried to map out every edge case and scenario before we even knew if people wanted the thing.
Sometimes the bravest thing a designer can do is say, "Let's start smaller." Run a false-door test. Build an MVP. Gather feedback early and often. If you're unsure of product-market fit, don't polish the thing—test the thing.
Leaders, it's okay to say "Stop"
I once presented a design that got a reaction from our CEO: "It felt like taking away candy from a kid and giving them a carrot instead."
It was clear we'd veered off course. And yet… the project continued. No one stopped to say: Is this still the right thing?
As leaders, we have to protect our teams. That includes hitting pause when necessary. If your gut is sounding the alarm—listen. Speak up. Reroute.
The aftermath
Even now, I still believe in the core idea. I'm a landlord, and I pay over $300/month for a similar service through a company called Belong. There's a market. But Belong is a startup with the agility and focus that this kind of product demands. Zillow just wasn't set up for it at the time.
And that's okay.
The product didn't make it, but the lessons will. I carry them with me into every new challenge. Because sometimes, the things that don't work teach you more than the ones that do.