A note to our customers: what we’ve learned, what we’ve changed, and what’s next
Over the past year, my leadership team and I have spent a lot of time listening.
We’ve talked with customers across industries and roles. We’ve sat in on calls, visited teams, and heard directly what’s been working, and what hasn’t. Many of you were candid about the impact of the UserTesting–UserZoom merger. You told us innovation felt slower than it should have. That changes in account teams disrupted continuity. And that at a moment when budgets were tighter and expectations higher, you needed us to be simpler, faster, and more focused on the real work you’re trying to do.
I want you to know: we heard that.
The past year hasn’t been about flashy announcements. It’s been about making the fundamental changes required to address what you told us wasn’t working; integrating teams and platforms, rethinking how we operate, and making clear choices about where to invest and where to simplify. This work matters. It’s about setting a stronger foundation for how we build, innovate, and partner with you going forward.
Here’s what that looks like.
First, we recommitted to the foundation of experience research and customer insights: participant network quality and trust. When I joined UserTesting, there was a belief that the participant network was something to downplay. I see it differently. If you can’t trust who you’re hearing from, nothing else matters. That’s why we’ve invested heavily in improving participant quality and reducing fraud, because real insight starts with real people.
Those same customer conversations also led us to acquire User Interviews. You told us you needed better access to high-quality, hard-to-reach audiences, especially in B2B and specialized roles. Bringing UserTesting and User Interviews together creates a stronger, more flexible participant network and brings sourcing, recruiting, and insight closer together than ever before.
Second, we changed how pricing works. Team based Unlimited pricing isn’t about selling more, it’s about removing barriers. You shouldn’t have to hesitate to run tests because you’re worried about usage. If generating customer insights helps you make better decisions, you should be able to do more of it, not less.
Third, we recommitted ourselves to delivering product innovations that help teams uncover, share, and act on insights more effectively and at scale. This includes continued investment in the core workflows our UX research customers rely on, as well as new capabilities that make it easier to bring insights into the tools teams already use. Our upcoming embedded Figma experience is one example of how we’re reducing friction and expanding the reach of insights within design organizations. We remain committed to accelerating our pace of innovation throughout this year and beyond.
Finally, and perhaps most importantly, we have recommitted ourselves to a customer-first mindset and changed our operations accordingly. We have asked our team members to spend more time with customers, in your offices, with your teams, and in real conversations. Customer proximity matters. You don’t build great products or great partnerships from a distance.
The year ahead is about ensuring that these commitments manifest as real, observable change. That focus will guide where we invest, how we prioritize, and how we hold ourselves accountable in the year ahead.
If you want to hear more about where we’re headed and connect with others doing this work, I’d love for you to join us at Crafted in Seattle on May 28 or London on September 17. Crafted is an event for practitioners and leaders who care deeply about building with customer insights and shaping what comes next for our industry.
Thank you for your feedback, your patience, and your trust. I hope to see many of you this year and wish you an outstanding 2026.
—Eric
Eric Johnson
CEO, UserTesting
