Enterprise Holdings

Driving Confidence Through Testing

A/B and multivariate testing support across Enterprise, National, and Alamo — turning client feature requests into validated, production-ready experiences.

A/B TestingMVTUX DesignMulti-Brand
Enterprise Holdings — testing overview

Enterprise Holdings came to us with a backlog of feature ideas and enhancement requests — things they wanted to try but needed validated before committing to a full build. We stepped in as the testing team: taking briefs, shaping hypotheses, designing variants, and shipping experiments across all three of their car rental brands.

The Approach

Client requests came in as rough ideas or business goals. We translated each one into a testable hypothesis — defining the change, the expected behavior shift, and the metric we'd use to call it.

For each test we designed control and variant states. MVT tests required mapping out the full combination matrix up front so we weren't building blind.

Enterprise, National, and Alamo each came with their own set of challenges — different audiences, different UX problems, different priorities. I ran the same testing process for each brand, but the work itself was distinct. Same methodology, different problems to solve.

Once tests ran, we worked through results with the client and fed learnings into the next round of requests. Testing wasn't a one-off — it was a continuous loop.

Phase 01

Intake

Requests came in from the client as feature ideas or enhancement asks — sometimes detailed, sometimes just a direction. Before any design work started, each request got shaped into a testable hypothesis: what's changing, what behavior we expect to shift, and how we'd measure it. We also reviewed the current experience for each request — understanding what already existed, where the test would land, and what we were actually trying to improve.

Phase 02

Execution

National Car Rental — design options for review

Designing Options, Not Just Solutions

Taking National as an example — when a request came in, I didn't design a single answer and call it done. I put together multiple viable options, each with a clear rationale, so the client could weigh tradeoffs and make an informed call before anything went to development.

That presentation step was important. It created a shared decision point, gave stakeholders ownership over the direction, and reduced back-and-forth once handoff happened.

National — design options presented for review
National — option A detail
National — option B detail

Handoff, Build, QA, Launch

Once a direction was chosen, I handed off to the dev team with annotated specs. After build, I reviewed the implementation against the design — checking fidelity, edge cases, and brand accuracy before anything went live.

This same cycle — request, design options, present, handoff, QA, launch — ran across all three brands. Enterprise and Alamo each had their own requests and their own constraints, but the process held.

National — QA review pre-launch

Phase 03

Outcomes

Across multiple test cycles, the program generated clear directional signals that informed both near-term feature decisions and longer-term product strategy for the Enterprise Holdings digital properties.

Placeholder — fill in the number of A/B and MVT tests launched during the engagement across Enterprise, National, and Alamo.

Several client-requested enhancements showed statistically significant lift and moved into full production builds. Testing gave stakeholders the confidence to invest in what was working.

Inconclusive or negative results were just as valuable — they took ideas off the backlog that weren't going to move the needle, freeing capacity for higher-impact work.

By the end of the engagement, intake, hypothesis framing, variant design, and readout had become a consistent rhythm. New requests moved through the pipeline faster and with less back-and-forth.

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