CS team and Engineering not required to intervene on basic tasks
Customers reported higher NPS scores
Reduced launch cycle by 4 weeks with design input and testing
SSE Airtricity provides Energy across Ireland & Northern Ireland for residential homes and businesses. The Online Platform revamp sought to redefine how customers interacted their online accounts and billing through a comprehensive rebuild of their legacy systems within the business. The initiative focused on the account experience across webapp platforms of desktop tablet and mobile. By modernising the online experience for customers the brand perception and efficiency of business units by improving processes and empowering customers to manage their tasks.
Working for an agency I was the Lead designer embedded within the SSE Airtricity Project team to provide Design direction on re-platforming their new tooling. My responsibilities included collaborating with the internal teams to align business vision and goals to Design, test and guide MVP roadmap rollout of core key features to deliver value to Residential and Business Customers.
To begin the project I met with stakeholders to understand the problems, current gaps in the experience, what roles people played in helping to deliver services.
Speaking with stakeholders I would involve them in the process of mapping out processes to get a better understanding of how to design for the business needs. It was something especially useful as several stakeholders found this helpful in knowing what other teams had accountability on specifically in the journey.. (Full Service Mapping was out of scope for the project).
After Identifying key journeys to focus on with stakeholders and what core screens that had certainty and ambiguity of how it will work on a rebuild I progressed to create flows and wireframes to help illustrate to the stakeholders to walk them through meetings to help them see the process and give feedback in touchpoint sessions to collaborate together.
Following on from reviewing the existing site I would then begin creating fidelity wireframes and mocked up scenarios for both Residential customer and Business customer usecases.
I gathered the stakeholder assumptions and questions and prepared scripts for testing with different customers, from existing SSE Airtricity bank of customers and competitors e.g Firmus. Working with the agency's recruitment partner I was able to recruit for Mobile and Desktop users to test key flows with in addition to finding participants that were current existing SSE Customers and competing entities.
Once we had finalised the feedback and actions I would then present the full findings back to the teams and then presented the findings to help with directing stakeholders on project next steps.
Working with the Airtricity in-house team I utilised their Design System to build out finalised designs to launch for the MVP delivery to customers. I worked with the remote Engineering team to create prioritised backlog of features to roll out the primary task flows using a combination of UI Screens, Prototypes, JIRA & Word documentations (Indian QA Team).
Key MVP designs were delivered to the Engineering team with specifications documentation, UI elements and Prototypes. Using JIRA I was able to support the team in reviewing workloads, Designs in BETA and ensuring the quality was maintained as per design specifications.
I would go through figma files to organise and setup key workflow layouts for different screen sizes with key guidelines and flows to ensure that the tasks would be covered.
After completing and agreeing on the designs to handover to the client I prepped a deck with the agency to provide the SSE Product team to take next steps and suggested roadmap feature deployment in order to make quick and valuable releases to their customer base.
Recommendations typically were in the form ranging from visual, features and quick copy amendments to strategic decisions and areas to cover with more resource such as automations and company process reviews to ensure business units met the requirements of customer needs along with technology implementations.
CS team and Engineering not required to intervene on basic tasks
Customers reported higher NPS scores
Reduced launch cycle by 4 weeks with design input and testing
CS team and Engineering not required to intervene on basic tasks
Customers reported higher NPS scores
Reduced launch cycle by 4 weeks with design input and testing
CS team and Engineering not required to intervene on basic tasks
Customers reported higher NPS scores
Reduced launch cycle by 4 weeks with design input and testing