redesigned the aT&T Online homepage
Our Biggest Store!
Our Biggest Store!
Our Biggest Store!
In the first week I started at AT&T, I attended a town hall where our eCommerce VP Jim Safka shared his vision to create an online destination, AT&T's biggest store. The morning after, I was in line at Starbucks and Jim was coincidentally standing in front of me. I asked if I could show him a few of my homepage ideas. "Ya don't ask, ya don't get."
One Day Sale!
Our Biggest Store!
Our Biggest Store!
I designed about a dozen different versions of the homepage and we rotated through all the designs almost weekly, testing, optimizing, driving increased conversion.
$50 Dollars Off!
Our Biggest Store!
$50 Dollars Off!
Aside from compelling sales content and offers, we wanted to simplify the process of buying. We modeled a step process message, similar to what Netflix was printing on the backs of their DVD return envelopes. We made it simple to understand. These rapid content and experience iterations led to my package engine design, modeled after Dell Computing's buy flow, another example of a best-in-class conversion engine and shopping experience.
Developed 1st AT&T Wireless Online Shopping Strategy
Opportunity
Drive higher conversion rates and paid feature attach rates for AT&T Wireless.
Approach
I was given 10% of the site traffic to drive to my design of a simplified package recommendation engine, 6 questions drove segmentation and a device/plan package creation. Early results showed a 70%conversion rate for users that opted into the recommendation flow. I used the new package strategy to re-design the AT&TWireless store. After the Cingular merger, I used the same approach for the cingular.com store and we gained a 94% conversion lift (from .65 to 1.26) over the course of 3 months, increasing MRCs and also delivering higher ARPU (Average Revenue Per User), with over a 40% increase in paid feature attach rates.
Research and Design
UX and Visual Design: Peter Morada
Market Segmentation Data: Rosetta Marketing
Created Vision & Prototype for AT&T MyWorld Experience
Opportunity
The merger of the Baby Bells (SBC, BellSouth, Cingular, legacy AT&T) necessitated the creation of a One AT&T vision. My opportunity was to imagine an integrated existing customer experience for all AT&T customers.
Creative Team
AT&T Executive Creative Director: Peter Morada
Frog Design Experience Design & Creative Director: Jeff Williams
Approach
My work with Frog Design was to create a family persona-based concept of a modular, personalized, AT&T MyWorld account management and content services dashboard.
Led creation of Design Personas & Customer Journey maps
Design Personas
Customer Journey Maps
Customer Journey Maps
Opportunity
Create tools to better understand our customers
Approach
My team drove the creation of wireless personas to establish the approach to customer journey mapping and identify moments of truth in the shopping experience. We identified customer expectations for iPhone users, created the mobile upgrade purchase flow, and launched the first mobile upgrade path to simplify the shopping experience. The iPhone work led to the AT&T mobile development toolkit.
Customer Journey Maps
Customer Journey Maps
Customer Journey Maps
Opportunity
Optimize the omnichannel customer experience
Approach
I led the experience team to focus on the new customer1st experience with omnichannel integration. The mobile app and existing customer portal played a significant role in omnichannel efforts. AT&T store teams were trained to immediately orient new customers to the mobile app, how to log in, check minutes & bills, self-service payment, upgrade options, and accessory ordering.
Established AT&T digital Experience Pillars and design Guide
Unifying AT&T Digital Experience
I led the effort to retire the legacy sites, SBC, BellSouth, Cingular, AT&T, and rebrand to OneAT&T. I managed the consolidation of multiple brands and platforms. My team rebuilt the storefront on the ATG platform for increased personalization and implemented a new interwoven TeamSite content management system. My team also established a global language for user experience along with the design pillars: Purposeful, Responsive, Intuitive, Contextual, and Engaging. I also spearheaded the “AT&T Hard Points” program to unify the digital, product, and marketing teams' approach to design language, as well as examine our content strategy for the AT&T mobile 1st initiative.
AT&T Team
Executive Creative Director: Peter Morada, Design & Experience: Garrett Matsudaira, Marc Kelm
Critical Mass Team
Experience Strategy: Scott Weisbrod, Shawn Thompson, Creative Director: Casey Sherstobitoff
created new process for remote Collaborative Design Thinking
Opportunity
Collaboration between UX design teams, business analysts, and developers working on the same product in Seattle Washington, Atlanta Georgia, Austin Texas, and Middletown New Jersey were difficult to non-existent. We needed an approach to leverage all teams and gain mindshare during the product design process.
AT&T Team
Executive Creative Director: Peter Morada, Research, Design & Experience: Bob Mulligan, Garrett Matsudaira, Marc Kelm
Critical Mass Team
Experience Strategy: Scott Weisbrod, Shawn Thompson, Creative Director: Casey Sherstobitoff
Approach
I led an effort with my senior UX research team and agency experience team to develop a repeatable process and approach to conduct cross-city simultaneous rapid collaboration sessions.
Sources of Inspiration
- Stanford D.School design thinking, radical collaboration
- Adaptive Path structured collaboration, sketch boards
- Tim Brown, IDEO, design thinking
- David Kelley, IDEO, fail fast, succeed sooner
- Bill Moggridge, Cooper-Hewitt National Design Museum
led Mobile UX Design team
Opportunity:
Our customer journey map work along with online customer survey data indicated consumer preference to buy online and pick-up in-store.
Approach:
The AT&T online design team philosophy had pivoted to a “mobile-first” design approach for all UX design work. The mobile context drove a focus on the least number of steps and the highest degree of content clarity. We established a mobile design sandbox with reusable components and standard interactions.
Creative Team
Executive Creative Director: Peter Morada
Design Director: Garrett Matsudaira
UX Design: Danny Mustafic, Chris Reckard
Led AT&T Online Merchandising Design team
AT&T Online Merchandising & Display
Executive Creative Director: Peter Morada
Creative Directors: Garrett Matsudaira, Greg Carley
Art Director: Paul Taylor
AT&T Online Advertising Media
Executive Creative Director: Peter Morada
Creative Director: David Kendall
Art Director: Troy Russell
managed Front End and CMS Development teams
I led and managed the front-end development team and the CMS development teams at AT&T Wireless, through the merger with Cingular, and the rebrand to one AT&T. Ownership of the front-end development team enabled agility in the delivery process.
Site redesigns drove CMS platform shifts. Each move to a new platform promised higher degrees of WYSIWYG control for both content implementation teams and marketing managers, along with the promise of content personalization for new and existing customers.
led cloud-based dynamic language solution
Opportunity
Multiple platforms led to a fragmented Spanish language experience across ATT.com. Existing customer experience and mobile did not have Spanish language option at all. Annual translation and manpower costs for Spanish localization across all unauthenticated and authenticated AT&T platforms: $15.4MM
Approach
The MotionPoint managed service delivered a proxy-based language translation solution. The outcome was an improved, comprehensive, and consistent application of a Spanish language version of all of ATT.com including mobile for unauthenticated and authenticated experiences.
Initial conversion and MotionPoint sustainment: $2.3MM Initial cost
A reduction of 84.6%
Ongoing translation and sustainment for Spanish: $1.1MM
Reduced total cost by 92.7%
delivered AT&T operational scorecard and employee engagement
AT&T Weekly Ops Scorecard
AT&T Annual Employee Engagement Survey
AT&T Annual Employee Engagement Survey
My operations team leveraged Clarity to manage our operational KPIs. We proved to be a high-performing team year-over-year consistently meeting completion rates of +96%.
AT&T Annual Employee Engagement Survey
AT&T Annual Employee Engagement Survey
AT&T Annual Employee Engagement Survey
I achieved a 24% increase in employee engagement and increased positive perceptions of work satisfaction by 204% year-over-year through consistent team-building efforts.