British Telecom

British Telecom's business website had a clarity problem, and it showed up as money: a loaded call center and missed sales. There were no clear requirements, so we had to define the project scope ourselves, inside BT's brand framework.

I was the key designer on the project. We worked as a pair of designers, alongside a content strategist and BT's development team.

We started with in-depth user interviews and went through the call center data to find where people actually got stuck:

• —Information Overload: users overwhelmed by technical jargon.
• —Unclear Pathways: disjointed journey from learning to purchasing.
• —Support Dependency: frequent reliance on call center assistance.

• —Requirements gathering
• —In-depth user interviews
• —Ideation: wireframes / prototype creation
• —Usability testing
• —Results analysis / prioritisation
• —UI delivery + guidelines
• —Contribution to the Design Library

The two of us argued for a Design Foundation Approach: a two-sprint buffer before development. That buffer is what bought the time for real research and for testing several concepts instead of shipping the first one.

Reimagined Product Pages and Product Carousel

• —Clear value propositions at the top
• —Highlighted key differentiators between products
• —Simplified technical specifications
• —Prominent calls-to-action
• —Improved mobile responsiveness

Enhanced User Journey

• —Reduced steps to find relevant information and complete the purchase
• —Contextual recommendations
• —Simplified product configurators
• —Clear pricing at each step

The pages now answer more of the questions people used to call about. That is the whole story of the numbers above: fewer support calls, more completed purchases.