Transforming a single-page site into a personalized membership experience.
Since 2003, One Degree Impact has provided full-service grant management for non-profit organizations across the United States. With over 20 years of experience in the non-profit sector, they are committed to fostering human connection and community, a core aspect of the One Degree Impact brand.
End-to-end ownership: research, IA, interaction, visual design, and final handoff.
All three validated in round-two testing with 8 participants, a mix of existing members and new prospective clients.
…leading to confusion among both new and existing clients.
The visual identity didn't reflect ODI's two decades of trust-building or its commitment to community, leaving the brand feeling generic and forgettable.
ODI's flexible, tailored pricing was a unique differentiator, but it was buried in dense copy and difficult to evaluate at a glance.
Every menu item linked to a section on the homepage. There was no real information architecture, and no room to scale as the organization grew.
The site was built to convert prospects, but offered nothing to returning clients trying to access resources, blogs, or the YouTube content library.
Reflect ODI's commitment to human connection and community while clearly communicating their flexible, tailored services to both new and existing clients.
Warm, mission-driven visuals with ODI's signature dot motif.
Multi-step path selection with preview content.
Dedicated Resources Hub for blogs, videos, worksheets.
Member-only area with tier-based weekly content.
I needed to understand ODI's people, their clients, and the state of the existing site before touching pixels.
Before speaking to anyone, I defined four concrete questions the research had to answer. Every interview, audit, and analytics pull mapped back to one of these.
How do new and returning clients perceive the existing site today? What's working and what's creating friction?
What questions do visitors arrive with that the current content fails to answer? Where does clarity break down?
Which valuable resources, services, and personalization already exist but aren't being seen by the people they're for?
Is the current tier-based model actually serving clients, or is there appetite for something more flexible?
Initial meetings surfaced ODI's vision, challenges, and expectations for the new website. I then mapped the full ecosystem: stakeholder relationships, communication flows, and ownership gaps.
Based on interviews with ODI leadership and practitioners, I defined the strategic anchors below. Three guiding principles that drove every subsequent design decision.
Mapping ODI's full ecosystem surfaced the friction points, ownership gaps, and critical touchpoints that shaped product strategy, and made clear which relationships the website needed to support.
I audited the existing site for usability and accessibility issues. Two findings drove the restructure.
Every navigation menu item linked to an anchor on the same homepage. No depth, no scalability, no way to support a growing resource library.
Blogs, worksheets, and the YouTube channel lived in the footer, completely invisible to users. Returning clients couldn't find content they had paid for.
I conducted moderated qualitative interviews with current clients, paired with quantitative behavioral analytics from Google Analytics.
1-on-1 interviews with four existing clients, focused on two areas:
Impressions as new clients
Emotional connections and key brand qualities that influenced the decision to engage with ODI.
Current website usability
How well the existing site meets the needs of both new and returning users.
I analyzed Google Analytics data to supplement qualitative feedback: where users dropped off, which pages got traffic, which resources were discovered or missed.
Even existing clients struggled to articulate what ODI does, let alone what makes them different. The brand voice didn't carry through the site experience.
"Site could do a better job of telling the ODI story, why they do what they do and how they're different."
"I can't really tell what this organization does… is it coaching, consulting, or a community?"
ODI's biggest differentiator, tailored membership plans built around each non-profit's needs, wasn't visible anywhere on the site. Clients felt that disconnect immediately.
"What I love about ODI is how they really get to know you and tailor their support to what you need. But if you look at their website, you wouldn't get that sense. It's more one-size-fits-all."
"It doesn't look like you can customize anything. Isn't that the whole point?"
Blogs, articles, and the YouTube channel, content ODI invested heavily in, sat in the footer, completely undiscovered. Clients only found them by accident.
"It's all there: blogs, resources, YouTube content. But no one can find it."
"I didn't even know there were blogs and videos here. I scrolled to the bottom by accident and found them."
With research synthesized, I turned insights into structure: a platform architecture, a new information architecture, and mid-fidelity prototypes of the key experiences.
The single-page structure couldn't scale or surface content clearly. I redesigned the platform into a multi-page system aligned with user journeys, and centralized ODI's educational materials into a structured Resources Hub to make them discoverable.
I rebuilt the IA into five top-level sections — mission, services, membership, resources, and contact — to surface the buried content and cut navigation friction. The new structure gives new users a clear path to discover and returning members a streamlined route back in.
I wireframed the primary experience layers (Homepage, About, Membership, Testimonials, Resources) and prototyped three membership frameworks to tackle the hardest problem: how to communicate flexible pricing. We selected the dynamic Membership Calculator, shifting pricing from static tiers to user-driven configuration to increase clarity and perceived control.
Iterative usability testing with real clients to refine the flow, hierarchy, and trust signals before final handoff.
Eight participants across two rounds of moderated testing. The first round surfaced blockers in navigation and tier-model comprehension; the second validated fixes after iteration.
Tested continuity of trust, resource discoverability, and member-area recognition after the redesign.
Tested first-impression clarity, understanding of membership tiers, and the decision path to "become a member."
Three specific fixes came out of the first round. Each was re-tested in round two and all passed.
Users couldn't locate resources from the home page without using search.
Promoted Resources into the primary nav and added a clear footer link.
Static 3-tier pricing felt restrictive. Users wanted to mix-and-match services to fit their goals.
Pivoted to a Membership Calculator where clients configure their own plan.
Value proposition was buried. 6 of 8 scrolled past without engaging the headline.
Rewrote the headline with a concrete statement about ODI's outcomes.
The moment the chosen direction gave way to a better one.
Stakeholders chose the Membership Calculator, a dynamic flow that let users configure their own pricing. I prototyped it end-to-end and carried it into handoff.
"This isn't working the way we thought it would."
Realization at handoff
Seeing the calculator land in context exposed the trade-offs: it increased cognitive load, slowed decisions, and added complexity that didn't fit ODI's simpler service model. With the team, I led the transition back to the Modular Tier Model, simpler pricing with flexibility through opt-in add-ons.
Dynamic, user-driven pricing. Powerful in concept, multi-step and cognitively heavy in practice.
Tiered pricing with opt-in add-ons. The flexibility of the calculator, without the friction.
The pivot became the defining moment of the project. Design isn't about staying loyal to one idea, it's about staying flexible, listening, and evolving.
A warm, member-first website built across desktop and mobile. It tells the ODI story, surfaces the full offering, and lets practitioners build the support they actually need.
Trisha brought clarity to something we'd been circling for years. She listened carefully, challenged our assumptions, and delivered a site that finally tells our story, and makes it easy for the right people to find us.
Founder & CEO · One Degree Impact
ODI taught me to hold user needs and business realities in the same hand, translating a complex membership model into a clear, human-centered experience.
When the Membership Calculator stopped fitting ODI's strategy, the pivot became the project's defining moment. Design isn't about staying loyal to one idea, it's about staying flexible, listening, and evolving.
Through close collaboration and iterative testing, I shipped a site that improved usability and strengthened ODI's brand voice and trust with the people it serves.
Meaningful design happens when empathy and strategy work hand in hand, when every interaction reflects both purpose and people.
