AT&T E-Commerce & Strategic Vision
Optimizing the digital shopping experience and envisioning a data-driven future for one of the world's largest telecoms
Key Outcomes
- Diagnosed and redesigned AT&T's wireline e-commerce buy flow — contributing to measurable improvement in conversion and task completion across one of the highest-traffic purchase paths in the country
- Proposed consolidating AT&T's fragmented physical product shop into a single unified experience — aligned stakeholders across product, merchandising, and brand; tested three approaches; recommended the data-supported direction over organizational preference
- Developed a blue-sky personalization vision for AT&T's digital commerce platform — adopted by the team as their strategic north star and used as input for annual roadmap planning
- Operated inside one of the most complex matrixed organizations in the world — aligning design decisions across product, engineering, merchandising, marketing, and brand teams at AT&T scale
THE BUSINESS STAKES
Losing Customers to Digital-First Competitors
AT&T's wireline e-commerce buy flow was one of the highest-traffic purchase experiences in the country — and it was losing customers. Digital-first competitors had raised the bar on how easy buying broadband, TV, and phone service should feel. AT&T's fragmented product experience, built over years of acquisitions and legacy systems, hadn't kept pace.
The engagement started with a focused brief: fix the buy flow conversion problem. It ended with a strategic vision for the future of AT&T's entire digital commerce platform — because the data kept pointing to something larger than individual flow problems.
CONTEXT
Wireline Buy Flow Optimization
I partnered with AT&T's Digital Experience Planning team to optimize pain-points within the existing e-commerce buy flow for home phone, internet, and TV services. I explored shopping tools that would help customers make better decisions, including a Help Me Choose tool and a robust Channel Lineup comparison. Each solution went through extensive iteration, prototyping, and testing across mobile and desktop.
Help Me Choose & Channel Lineup Tool
STRATEGY & APPROACH
Product Listing Redesign
To unify AT&T's fragmented shopping experience, I proposed integrating all physical products into one cohesive shop. I designed, prototyped, and tested three variations of the listing page and filtering system. User testing clearly identified the traditional approach as the winner for browsability and product findability.
Two alternate variations explored more aggressive merchandising and category-led layouts. User testing across all three identified the traditional approach (above) as the winner for browsability and product findability.
Testing Insight
User testing across three product listing variations clearly identified the traditional approach as the winner for browsability and product findability.
STRATEGIC INFLECTION
From Optimization to Vision
Optimizing the buy flow answered the immediate question — where are customers failing and why. But the work kept surfacing something bigger: the real opportunity for AT&T wasn't fixing individual flows. It was reimagining what digital commerce could look like when the platform knew who you were, what you had, and what you were likely to need next.
[FILL IN: How the vision project came about — was it your proposal, a leadership ask, or a natural extension of the buy flow findings? What made the timing right?]
KEY DECISIONS & TRADEOFFS
E-Commerce Strategic Vision
My final project with AT&T was to research and develop a blue-sky vision for the future of their digital shopping experience. We were asked to set aside existing backend constraints and reimagine the entire e-commerce platform with a focus on customer data and personalization.
MY ROLE
Persona-Driven Customer Journeys
Using AT&T's existing persona "Maggie," we created two distinct scenarios and customer journeys through the shopping experience. The first followed Maggie as a new customer shopping for internet service; the second as an established customer consolidating plans. Throughout both journeys, we identified opportunities to use data intelligently to personalize the experience.
Journey 1: New Customer
Maggie is a college student on her own, looking for a new smartphone and internet service fast enough for streaming with roommates.
Journey 2: Existing Customer
A second journey followed Maggie as an established customer consolidating wireless, internet, and TV onto a single plan — surfacing different personalization opportunities across upgrade flow, pricing transparency, and equipment selection.
IMPACT & OUTCOMES
Navigation, Configuration & Checkout
As the vision came together, I audited ATT.com's navigation structure and content to deliver a refined navigation recommendation. I also designed an optimized configurator and checkout flow, wireframing key screens for the end-to-end process.
The final vision materials are under NDA. I'm happy to walk through the full story — the strategic rationale, the stakeholder alignment process, and the specific design decisions — for serious opportunities. Request a walkthrough →
RETROSPECTIVE
What I'd Do Differently
[FILL IN: 2–3 specific sentences. Options: how you'd structure the stakeholder alignment on the product listing consolidation earlier, what you'd change about the three-option test approach, how you'd handle the transition from optimization to vision work, or a relationship dynamic you'd manage differently.]