Make the upgrade promise work
A financing product changed how customers paid for a device, but it did not by itself create an upgrade experience. That required a path through protection, device return, and the remaining financing obligation.
I brought JUMP! to life by combining existing insurance and stock-refurbishment programs with the new financing product. My scope included product strategy for device financing, insurance, mobile security, and related partner experiences.
Design the lifecycle across companies
The customer promise depended on several companies agreeing on what happened next. Enrollment had to create the right entitlement. A returned device had to be adjudicated. The financing balance then had to be reconciled with the customer's upgrade.
I led the Asurion-to-Assurant technical integration and defined API data contracts and business rules for enrollment, entitlements, device returns, financing payoff, reset, and reconciliation.
This was product and integration ownership. Engineering teams implemented the backend systems. The important product work was making the rules and handoffs explicit enough for both companies to deliver the same customer outcome.
Treat program economics as product work
I owned product and partner economics across the device programs. RFPs and vendor negotiations sat alongside product redesign and operating improvements.
The work reduced device-program costs by roughly 20% while maintaining experience and reliability. That reduction applies to the device-program portfolio, not the full financing ecosystem.
The portfolio included financing, insurance, mobile security, and protection. Its annual revenue grew from roughly $800 million to $1.3 billion while attachment reached about 60%.
What changed
JUMP! reached 11.3 million enrollees by Q2 2015. Redesigned upgrade and protection mechanics accelerated member upgrades by 30%, from nearly 20 months to 14 months.
The programs operated within a $5.2 billion annual Equipment Installment Plan financing ecosystem. That figure describes context and scale; it is not a revenue or savings claim for JUMP!.
The lesson is to test a product promise all the way through its return path. Financing, protection, and upgrading have to agree on the customer's state, and the economics have to survive that same lifecycle.