The Unified Account Dashboard allows Verizon’s 150 million customers to better self-serve their account. Our goal was to reimagine the digital “front-door” through which we welcome back customers, and set the stage for the next evolution of the brand.
Feedback and metrics still showed that customers struggled to find and complete basic account tasks. Instead of engaging with the homepage content, they would log in and go straight to the global header or chat.
Earlier attempts to address this problem had existed but lacked prioritization. After many stakeholder working sessions, we aligned our approach with Verizon’s core experience principles:
I was part of a core team with two other designers, and our manager. We had already worked on streamlining account-related tasks like phone upgrades and trade-ins, but now, with executive sponsorship, we expanded our scope to the entire digital account experience.
Verizon is a complex telecom provider, but we aimed for a predictable, learnable experience. Initial concepts ranged from content-dense (everything upfront) to navigational (high-level view with drill-down options). We balanced dynamic and static content to ensure usefulness while keeping maintenance manageable.
Distilling Goals & Targeting Behaviors User data revealed key platform-specific behaviors:
We synthesized these insights into clear project goals.
Designing the Experience We started by mapping user journeys for common tasks and analyzing best-in-class account dashboards.
Building a Content Framework Historically, design had little influence over homepage content strategy. Since we were starting fresh, I advocated for a dedicated content strategist to define clear rules. With their help, we held daily working sessions with marketing and operational content managers, building trust and alignment. We significantly reduced content clutter and ensured our partners could champion our approach when we weren’t in the room.
This high-priority, high-visibility project required frequent presentations at the Director and VP levels. The biggest challenge was navigating disparate information and unexpected senior leadership input. The product team had never worked on a project of this scale with an experience design team like ours, requiring us to educate and push back on unrealistic deadlines. Ultimately, we established a productive collaboration and delivered a solution built for long-term success.
