PROJECT GOAL
Redesign T-Mobile.com to drive measurable impact on upper-funnel conversion.
MY ROLE: PRODUCT DESIGN + STRATEGY
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Product strategy & design vision
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Insights Director over all UXR: quantatitive + qualitative
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Design deliverables: strategy, UX, visuals, content
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Led executive design reviews
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Stakeholder engagement: Director and VP levels
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Led 25 person working team; fte and multiple agencies
T-MOBILE.COM SITE REDESIGN
PAIN POINTS
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Lacks key information; customers can’t find what they need
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No content strategy; no clear guidelines for what belongs on the home page
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Cluttered experience; the home page has become a junk drawer
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Needs performance-based prioritization; content decisions should be driven by data and impact
BACKGROUND
The merger between T-Mobile and Sprint was a historic moment - adding 55 million new customers overnight! It was a chance to unveil a new brand and launch a flagship website that reflected this transformation.
The new site wasn’t just about branding and marketing, it marked the start of a performance-driven digital strategy focused on upper-funnel conversion. For a designer, it was an incredible opportunity to shape the future of T-Mobile’s digital experience.
T-Mobile.com is not contributing meaningful results to the company's new customer acquisition goals or current customer renewals.
PROBLEM STATEMENT
BUILDING A NEW FORTUNE 100 WEBSITE
Building a new site for a Fortune 500 company comes with incredible opportunities—the chance to prioritize the customer, shift the marketing mindset, and elevate digital conversions.
One of the biggest challenges was balancing this effort with existing workloads.
In total, 28 people supported design and content creation, along with backing from the UX Research Team. This included seven T-Mobile employees from the Product UX and Creative Services Teams, plus two agency teams focused on UX and Creative.
The team: Jupiter, UX Agency, 6 FTEs, Production Agency
WHAT OUR CUSTOMERS WANT
Our research showed that 93% of customers start the process of switching carriers online. The data was clear—they want to know what they are getting and how much it will cost.
Conclusion: We needed to build a site that delivers the most important information quickly and easily:
Phones + Plans + Deals = Pricing
CONTENT STRATEGY
Prioritize and Simplify – Plans and Phones modules are always present on the home page and represented as L1 items in Unav. Reduced the number of items in Unav and on the home page.
Categorization – Defined four page types: Home, Core, Overview, and Comprehensive. This created a more consistent customer experience and improved internal team efficiency and speed.
Navigation – Redesigned Unav and rethought how customers move through the site. Treated content as dynamic way-finding to drive upper-funnel conversion rather than just visuals and messaging.
Simplify – Clear, concise messaging that is easy to scan. Fewer words, more relevant images, and bolder CTAs.
MINDSET SHIFT
To build a site that truly served customer needs, we had to convince the marketing organization to make a fundamental mindset shift—moving from a traditional marketing-driven approach to a performance-based, customer-first strategy.
From: Impressions & CTRs
To: Upper funnell conversion
From: Full Campaign Run
To: Performance Based
From: A Marketing Catch All
To: Customer Intent Focused
GAINING ALIGNMENT
T-Mobile is a large company, with over 2,000 people in the marketing organization alone. Historically, it has been retail-focused, treating the website as a brand and marketing space rather than a commerce platform—more of a billboard than a transactional site.
Shifting to a performance-based digital strategy wasn’t easy. Many groups within marketing (IOT, Mobile Broadband, PR, Brand Marketing, Accessories, T-Vision, T-Mobile Money, etc.) were at risk of losing their Home Page, UNAV, and key placements unless their content contributed to upper-funnel conversion—which, in most cases, it didn’t.
The key to success was storytelling and relationship building. Simply telling teams they would lose visibility would have led to resistance. Instead, we crafted a well-reasoned narrative that aligned with overall business goals and showed how they could still succeed within the new strategy.
Twenty-five roadshows later, we had full alignment with key groups, the CMO, CTO, and CEO.
BEFORE
AFTER
RESULTS
Maintaining alignment on an entirely new approach will only last if you deliver results on your stated goals. In order to do this, we went with a phased release approach, delivering the Home Page and UNAV first. We also focused on three basic customer types (Prospects, T-Mobile Customers, and Sprint Customers) to keep the complexity down.
This allowed us to test each element as we went, and adjust if needed. Once we proved that we were increasing conversion, we could release additional areas, content types and additional customer groups.
While I can't share specific results, I can say this. The Home Page and UNAV releases alone, contributed double digit increases to both engagement and conversion. Not a bad start!