Challenge
The existing portal had critical usability issues that eroded customer trust and overloaded call centers:
Basic tasks required support calls (meter readings, updating payment info).
Billing information was confusing, fueling disputes and customer frustration.
Platform instability caused frequent login errors and abandonment.
The challenge wasn’t just fixing usability — it was aligning business goals (cost reduction, digital adoption, NPS growth) with user expectations, under tight timelines and without an established design process.
My role & Methodology
I joined as Product Designer in a cross-functional agile squad (PO, Tech Lead, engineers, Customer Care, Marketing, Data). With no design team or process in place, I established a structured, user-centered design approach:
Facilitated cross-department workshops to align business goals with user needs.
Led user research (interviews, support team insights, benchmarking).
Partnered with engineering to ensure feasibility, and with data teams to define measurable KPIs.
Acted as the bridge between business strategy and execution, ensuring design was tied to clear outcomes.
My process included:
Clients's verbatims
Solution
I translated research into targeted design improvements, aligning customer pain points with business priorities:
Impact
Together with PO and the Data team, we defined KPIs for success (invoice comprehension, self-service adoption, onboarding friction, support calls).
Tracking via ContentSquare + call log analysis enabled iteration post-launch.
Results within 2 months:
21 %
billing-related support calls within 2 months post-launch
75%
adoption rate of the self-service feature - IBAN editing
66 → 82 %
user satisfaction (NPS) on targeted user surveys
The redesign didn’t just improve UX — it directly supported Eni’s digital transformation strategy by reducing costs, boosting adoption, and building user trust in digital self-service.
