In 2018, Ford acquired the shared scooter company Spin to explore new ways of serving urban customers taking short trips. As part of Ford’s in-house design innovation lab, my team partnered with Spin’s founders and senior leadership to identify strategies for growth in the rapidly evolving micromobility market.
I led a small team of designers, researchers, and business analysts through a portfolio of projects to help Spin differentiate in a crowded market, expand access, and explore new vehicle options that could attract more riders.
Company
Ford
Type
Year
2019
Process
Spin Access: permits and equity
Many cities required scooter companies to provide affordable ride programs to low-income residents, and Spin’s existing program was underperforming. Enrollment and usage were low, and operational inefficiencies limited its impact. I led a research and strategy initiative with Spin and urban design agency Gehl to reimagine the program. We shadowed operations, held community workshops, interviewed riders, and identified opportunities to improve both the customer experience and operational processes. The resulting concepts guided updates to the Access website, the Spin app, and internal workflows, making the program easier to access and more valuable to both riders and cities.
Spin Hubs: reliable availability
While improving the Access program, we identified a challenge that affected all riders: vehicle availability was unpredictable. To solve this, we developed the concept of mobility hubs, physical locations where customers could reliably find scooters and access other services. I partnered with Spin’s operations team to identify strategic hub locations and prototype on-site markers to set customer expectations. The hubs improved vehicle availability, strengthened partnerships with cities and property owners, and created operational efficiencies by combining the advantages of docked and dockless fleet models.
Understanding current and future customers
As the business scaled, Spin needed to focus its outreach and marketing. I led a study to understand current and potential riders. We combined interviews and surveys to define a set of actionable personas that clarified which types of riders were most valuable and underserved. These personas informed marketing campaigns, product design, and outreach strategies, and created a foundation for long-term growth.
Introducing a new vehicle
Using the personas and market insights, we explored new vehicle form factors to broaden Spin’s appeal and address gaps in the rider base. I led a project examining electric mobility options, conducted field research in markets with high adoption of non-automotive transport, and created an e-bike concept tailored to Spin’s riders. This concept was translated into a product requirements document, enabling the company to work with a manufacturer to bring the new vehicle to market.
Outcome
These initiatives strengthened Spin’s market position, opened new growth opportunities, and delivered measurable business impact:
Access program overhauled – Redesigned enrollment process, app flows, and website content to improve equity and inclusion, resulting in increased registrations and city approvals.
Spin Hubs launched – Provided consistent vehicle availability, improved operational efficiency, and built stronger partnerships with cities and property owners.
Customer research and market sizing – Delivered actionable personas and market insights that informed product, marketing, and long-term growth strategies.
E-bike introduced – Designed and launched a new vehicle form factor, expanding the addressable market and attracting new rider segments.
While the pandemic and market pressures led Ford to sell Spin in 2022, the research, strategies, and product concepts from this work continue to inform Ford’s approach to urban mobility.
