Sprint Omni-Channel Unification
Designing a Scalable, Cross-Channel Service System on the Brink of Merger
In 2019, as Sprint prepared to merge with T-Mobile, its systems were a mess—siloed tools, legacy platforms, and fractured customer journeys left much to be desired as customers had to navigate through retail, call center, telesales or web.
Each channel operated in isolation. Customer data was fragmented, leaving every touchpoint painful, slow and oblivious to the full journey.
The Problem Landscape
Discovery consisted of workshops, contextual inquiries, interviews and audits of training material over a few months. The following was discovered as major themes to address:
Siloed Systems, Siloed Service
12+ tools across telesales alone. Each team had a different lens on the same customer, resulting in poor handoffs and duplicated effort.
Zero Shared Context
Agents lacked visibility into prior interactions. Store visits, support chats, and upgrade calls lived in separate systems.
Training Overhead
Agents already needed to learn multiple tools, and devices, as well as understand scripts to help navigate customer interactions, before helping a single customer.
Merger Paralysis
Fear of irrelevance slowed momentum. If changes made things "too easy" for certain teams, the uncertainty and doubt about job security would make them less likely to cooperate with design efforts.
Legacy
I had to answer the question, "How might we align Sprint’s service tools to meet the demands of today, and add value to a post-merger future?"
The channel doesn’t matter. The context does.
Early on, I mapped the ecosystem and led service blueprint workshops to uncover overlaps and include every team’s voice. That alignment built trust and accelerated delivery when the organization needed it most.
A Turning Point
By shadowing frontline reps in retail, telesales, and web support, a pattern emerged:
Everyone was doing the same three jobs—convert, upgrade, retain—but were going about it in completely different ways.
Workflows
Convert, Upgrade, Retain
The strategy seemed so simple once uncovered by the research effort.
I worked to capture decision points, dependencies, and moments that matter most to the business and the user.
Strategic Design Interventions
Journey-Aware UI Components
→ Designed modular components that surfaced recent activity, personalized offers, and predictive “next best actions” based on user behavior. We were able to automate parts of this experience by training a model from an expansive sales script already in play.
Channel and Platform-Agnostic Design System
→ Built a flexible design system that could be skinned for Sprint or T-Mobile, ensuring future portability.
Tool Consolidation Strategy
→ Merged 12 disparate telesales tools into a single intelligent interface—reducing training time and improving task efficiency.
Vision Workshops
→ Ran alignment sessions with product, ops, and engineering to translate customer experience goals into scalable system architecture.
Wins along the way
45%
avg handle time
across telesales and in-store traffic alike
unified vision
shared service context across sales/support/retail
50%
onboarding reductions
time and materials needed for telesales to navigate first call
12→1
tools consolidated
less overhead for engineering and internal users
centralized design system
flexible single source of truth for future applications
Cultural Contribution
Cross-Org Alignment:
Created common ground for product, architecture, and CX teams—bridging operational silos.
Design Foresight:
Future-proofed the work by designing systems that could integrate into differing infrastructure.
Change Management:
Helped teams see transformation as a pathway to relevance, not a risk to avoid.
We tested every flow. Our feedback was incorporated into the final views delivered for Sprint.