VERIZON | SIMPLICITY PLAN LAUNCH
In early 2026, Verizon launched a new price plan called Simplicity, aimed at reducing the complexity of mobile customer price plans and setting one flat rate cost.
Role
Led the Experience Architecture team through an end-to-end mapping of the new flows, offer integrations and documented pain points to executive leadership
Timeline
3 months
Tools
Figma, Figjam, Google Slides
Project Goals: Reshape Verizon’s brand perception through simplicity and fairness by launching a new low-price plan and introducing perk bundles. This initiative requires mapping the end-to-end customer journey to identify and reduce friction points, with a specific focus on how new account-level plan structures add highlight added complexity for existing customers.
The Situation
What the Customer Intents team did
Our results
Verizon was replacing its choose-a-tier-plus-add-ons myPlan model with a single $45 plan ($30 intro) alongside Verizon Dollars (3% back), Verizon Shine, and the end of $40 activation and upgrade fees. For new customers that is simple. For existing customers, an account-level plan change with new discounts is where complexity could hide.
Mapped new- and existing-customer use cases end to end and flagged the friction, especially in existing-customer flows.
Escalated confusing discount descriptions on the bill.
Pushed for transparent messaging so existing customers could decide whether to switch.
Supported the June 16 launch. Mapped six Customer Intents across new and existing customer journeys. Understood and mapped business overhead and goals for a successful launch.
Our work led to post-launch program changes to plan discounts, and we set up a post-launch UX research study of new and existing customers, with a specific focus on existing customers.
MY ROLE
End-to-End Journey Mapping: As team leads, my team member and I partnered closely with the Offerings team to map the end-to-end customer journey, identifying and surfacing critical pain points. Our focus was on the experience through the flows of the sign-up process, while the Offerings team was following closely the function of each discount, perk, and plan offering. My perspective was to understand how the new plan launch would affect Verizon's experience and perception. My teammate and I spent many hours on calls, in decks, and in Figma to piece together this journey and create a point of view.
Executive Alignment: As team lead, my core purpose was to present our learnings to executives to inform them and surface any weak points in the launch. I iterated and refined strategic presentations to represent our point of view and directly target senior and executive leadership.
Influence: We directly contributed to program changes post-launch in relation to Plan discounts. We also established a post-launch UX research study to specifically target new and existing customers, and created questions for existing customers.
WORK IN PROGRESS
