Greencarrier AB (now JAS Worldwide) · 2019
Freight pricing was opaque by default. I made it transparent by design.
In 2019, small and medium businesses booking international freight were navigating a process that was manual at every step: quote by email, confirmation by phone, booking by spreadsheet. Price opacity, slow confirmations, and no system integration meant every shipment started with friction and ended with uncertainty.
Role
Product Manager
Timeline
January 2019
Company
Greencarrier AB (now JAS Worldwide Group)
Focus
Quote and booking flow redesign
+7%
Bookings in 6 months
42→61
NPS
-4%
Operational costs
80%
Enterprise CO2 adoption
The situation
Greencarrier AB is a logistics agent company handling international freight for small and medium businesses, now part of JAS Worldwide Group. In 2019, before the pandemic reshaped global logistics, the industry was ready for digitisation but moving slowly.
Customers couldn't get instant prices or reliable confirmations, so every procurement decision came with delays, and because their order management systems weren't integrated, every booking required manual data entry that introduced errors and added hours to processes that should have taken minutes.
What I found
User research with small and medium business customers surfaced consistent patterns. Over 70% cited booking systems as overly complicated around price management. 65% needed better system integration to eliminate manual data entry. Nearly 80% said reducing shipping costs was a top priority.
"Transparency is a product feature, not just a value. When customers can see prices and trust confirmations, the relationship changes."
The approach
The redesign addressed three things. System integration through APIs connected the platform directly to customers' order management and inventory systems, which removed manual data entry. A streamlined booking interface reduced the time to book a shipment and made the process self-explanatory. A transparent pricing model let customers see real-time shipping costs and compare options before committing.
For go-to-market, we ran a Development Partners programme: a sample of customers who tested the new solution in exchange for co-marketing benefit. Alongside this, we built self-onboarding capabilities for a Product-Led Growth path, which let smaller customers start without a sales-assisted process.
The sustainability angle emerged from a separate but connected customer need. Enterprise customers under the Paris Accord era needed transparent CO2 emissions data for CSR compliance and environmental reporting. We built this into the shipment flow rather than as a separate compliance module, which is why adoption reached 80% among enterprise customers.
The outcomes
Within six months, bookings from small and medium business customers increased by 7%. NPS moved from 42 to 61. Operational costs dropped by 4% through better system integration. The CO2 feature reached 80% adoption among enterprise customers.
"When COVID-19 hit, the platform held. The digital infrastructure built in 2019 was what kept operations running at scale in 2020."
The real test came with COVID-19. When the pandemic disrupted global logistics, the platform's digital infrastructure and integration capabilities meant Greencarrier could manage the surge in demand without adding headcount or reverting to manual processes.
What this taught me
When customers can see prices, track their bookings, and trust the confirmations, they stop asking questions about the process and focus on what they're shipping next. The relationship changes because the friction disappears, not because anyone made a pitch.
The CO2 tracking work also showed me that sustainability features gain adoption when they reduce friction rather than add it. We didn't build a compliance module customers had to fill in separately. We built it into the shipment flow so the data appeared naturally. The 80% enterprise adoption reflects that design decision more than any mandate.