Shazam for TV has come a long way. Beyond general Shazam for TV, the Live TV product dramatically increased total Shazams and time spent, but each production was manually produced and expensive to create. As the UX Lead for this project, I worked with the TV product & development teams to design and build a more automated, scalable solution for recurring TV shows. This helped increase MAU and overall engagement in Shazam for TV, and resulted in a new magical experience for Shazam.


UX Lead


UX, Interaction, IA, Visual Design


iOS, Android, Web

Engagement Challenge

A few products within the Shazam for TV suite existed to support both general TV shows as well as those that included live music. While the live TV product helped significantly increase time spent and overall engagement, it was an expensive solution that required a team of live producers to build and push content to during each show.

Outside of the tailored Live product, the general Shazam for TV result faced a significant engagement challenge. A rather small percentage of the total monthly active users were Shazaming automated TV results, and of those that did, there was rather low engagement with the content, which was generally focused on music. We knew part of the issue stemmed from product awareness around TV, and we were planning a strong marketing campaign. We also identified that outside of Live TV results, the content of each TV show would be static for most shows, and thus lacked a use case for repeat Shazams. Seeking to strengthen the content and overall engagement in Shazam for TV, we set out to build a scalable, new magical use case. 

Vision & Early Concepts

Working with a Product Manager, we identified key goals: driving repeat Shazams (MAU), increasing engagement (measured through click-through rates), increasing time spent over 80%, and supporting time-shifted viewing (going beyond the Live TV solution). As part of early strategy work, I researched the space and identified key behaviors that could drive engagement in the TV space for our users. I also led a brainstorm with the product team to help identify potential solution spaces. Towards the end of our process, we converged towards fashion – this was an area we felt had a big opportunity to drive repeat engagement, and it would be a visual experience that had support from market research. Fashion and products on TV also provided an opportunity for monetization for referral links down the line. 

Testing & Refinement

After some early sketching, wireframing and prototyping, I began testing concepts with users in the US & the UK, with support from a UX Researcher. We found that the result structure was clear and familiar and that products were equally interesting to both men and women (though as expected, fashion skewed female). We also found general disbelief in the product’s feasibility, which meant we had found a little magic after all! Lastly, we heard from users that they’d still want to see music in the show and potentially other content, such as trivia, social media and cast information.

System Design

A big part of my role as the UX Lead was architecting the system in a scalable way that could also elegantly fall back when we didn’t have fashion content. I worked closely with the product team, our fashion content partner and the development team to iterate on this model.

The ideal result would have fashion items for each scene, as well as timestamp data for each items in the show, and image stills for scenes in the show so that users could correlate the content with what was on screen. This Scene Scrubber would enable visual navigation of the content over time. The number of products shown would not be limited, as average scenes tended to have under 10 products. Music could always be prominently displayed at the top of a result if it was playing, and we would include all general TV content in the result below. Finding other episodes would be supported through a link in the General Show Content section.

Visual Design

I refined the visual system as Shazam was going through an internal rebrand. I kept the general aesthetic color palette neutral and limited the typography to let the UI recede and the content be more prominent.

Final Product

It was a really incredible thing to see the product come to life and start to refine some of the interactions (see video below). I left Shazam before the product was released, but got to work closely with developers and see the magic in person as the data populated while watching a show.