Sprint Omni-Channel Unification

Designing a Scalable, Cross-Channel Service System on the Brink of Merger

Role:
Product Experience Architect

Role:
Product Experience Architect

Role:
Product Experience Architect

Team:
8 UX
1 PM
4 FE
3 BE

Team:
8 UX
1 PM
4 FE
3 BE

Team:
8 UX
1 PM
4 FE
3 BE

Timeline:
<1 year

Timeline:
<1 year

Timeline:
<1 year

Impact:
12 tools → 1 • 45% drop in handle time • Merger-ready design system

Impact:
12 tools → 1 • 45% drop in handle time • Merger-ready design system

Impact:
12 tools → 1 • 45% drop in handle time • Merger-ready design system

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 doesnt 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.

A.I.-based predictive scripting or direct manipulation UI elements for"next best actions" served in real time would have be a game-changer.

A.I.-based predictive scripting or direct manipulation UI elements for"next best actions" served in real time would have be a game-changer.

A.I.-based predictive scripting or direct manipulation UI elements for"next best actions" served in real time would have be a game-changer.

A.I.-based predictive scripting or direct manipulation UI elements for"next best actions" served in real time would have be a game-changer.

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

121
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.

Validation
Validation and Execution

We tested every flow. Our feedback was incorporated into the final views delivered for Sprint.

Reflection

We didn’t just redesign tools. I was able to reimagine service as a shared system of context that moved with the customer, not the company. Amid merger anxiety and structural sprawl, we found alignment through user intent, not org charts.


Designing for uncertain futures means building clarity into the present and giving others something solid to align around.
Reflection

This was a masterclass in designing under uncertainty.

We didn’t just redesign tools. I was able to help reimagine service as a shared system of context that moved with the customer, not the company. Amid merger anxiety and structural sprawl, we found alignment through user intent, not org charts.


Designing for uncertain futures means building clarity into the present—and giving others something solid to align around.