HIVE
Sprint needed a better customer journey and evidence of where to begin. I led two connected tracks: a vision across channels and experiments in the phone-upgrade flow.
- Team
- — Two parallel teams across customer vision and conversion
- Industry
- — Telecommunications, E-commerce, Service Design
Tools & technologies
The Problem
Customers were dropping out before an upgrade reached the cart.
The approach
How the work took shape
See the journey across channels
We studied the store, website, and support experience together. I led the research and helped turn the findings into a North Star vision that teams could use to discuss the same customer journey. It gave future work a shared direction.
Test the decisions closest to purchase
In parallel, I led the phone-upgrade track. We broke the flow into the choices a customer had to make, redesigned the difficult moments, and tested changes against phone-to-cart conversion. Device details, payment, and protection each needed to be clear without overwhelming the next step.
Choose where to commit
The research produced 10–15 opportunity areas. I helped narrow them to three major initiatives, weighing customer value, commercial impact, and what the teams could deliver. The experiments gave that broader vision practical evidence to work with.
The hard parts
The constraint
The long-term vision had to help a business making decisions now.
The decision
I ran vision and conversion work in parallel so research could inform experiments and experiments could inform priorities.
The constraint
An upgrade required several financial and product choices before checkout.
The decision
We clarified pricing and sequenced the decisions, testing the changes against cart conversion.
Experience System
One Cross-Channel Vision
The service story connects the store, website, and customer support around one journey.
Choose and Configure
Device details, color, memory, and price are grouped into a focused first step.
Plan and Protection
Payment and protection have their own step, with costs kept visible.
The outcome
What changed
The result
- ✓Phone-to-cart conversion increased from 12% to 50%.
- ✓Created a North Star customer vision across Sprint's channels.
- ✓Narrowed 10–15 opportunity areas to three major initiatives.
- ✓The work appeared in Forbes coverage of Sprint's digital transformation.
Looking back
The two tracks made each other more useful. Research supplied a direction, while the funnel tests showed where a change could make a measurable difference.
A consistent journey did not require every channel to look alike. It required teams to understand the same customer decisions.
Where I contributed
Product
- Helped prioritize three initiatives and defined the experiments' success measures.
Design
- Led research, the service vision, and the upgrade-flow redesign.
Engineering
- Worked with delivery teams on testable changes and multivariate experiments.
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