Scaled a B2C MVP into a self-service platform with 75% feature adoption
Eni, a major energy provider needed to revamp its B2C customer portal to improve usability and reduce pressure on customer support. As a Product Designer, I led the transformation from an MVP into a scalable, self-service platform used by over 30K+ daily customers.
The original platform had several critical issues:
Frequent support calls for basic tasks (e.g., submitting meter readings or updating account info)
Poor navigation and confusing billing information
High drop-off rates due to platform instability
The primary goal was to empower users with intuitive self-service tools, reduce support tickets, and align the portal with the company’s broader digital transformation efforts.
My role & Methodology
I collaborated with cross-functional team agile squad, including Product Manager and Product Owners, Tech Lead & Engineering Team, as well as key stakeholders from Customer Care, Sales, Marketing, and Data teams.There was no a design team or a design process, my role as a Lead UX/UI Designer to establish structured and iterative user-centered design process grounded in business alignment, user research, and data-driven iteration :
Business perspective
From a business perspective, the B2C portal was a critical touchpoint in the customer lifecycle. The company aimed to:
Lower support costs by reducing dependency on call centers
Increase digital engagement and self-service adoption
Boost customer satisfaction, which was a key NPS driver
This redesign was not just a UX uplift, it was a strategic business enabler that aligned with broader organizational goals around digitization and operational efficiency.
Discovery
I led a multi-stream discovery phase to thoroughly map user pain points and business constraints.
UX/UI Audit & Competitive benchmarking : identified UX/UI inconsistencies and competitive gaps such as poor mobile usability, pages lacked structure and clarity, with unintuitive navigation (e.g., non-functional back buttons), emphasizing the importance of visual hierarchy and predictable UX.
8 user interviews (existing customers and customers of competitors) uncovered core frustrations : lack of self-service features, billing clarity, platform instability etc
Customer support interviews with 5 agents revealed top support drivers and recurring complaints : invoice disputes, payment mode editing, missing onboarding flow for new clients etc
Insight #1 – Users struggled to complete basic tasks without support
“I just wanted to change my IBAN, but I couldn't find where to do it. I ended up calling support after trying for 10 minutes.”
— Participant 4, 42 years
Insight #2 – Energy bills were difficult to understand
“I don’t know what half of it means. It’s not clear what I’m paying for, so I always need to double-check with customer service.”
— Participant 5, 49 years
Insight #3 – Platform instability caused frequent connection issues
“Sometimes it just logs me out or says it’s under maintenance. Then I don’t even try again, I go straight to calling customer service!”
— Participant 2, 61 years
Solution
Armed with research insights, I conducted ideation workshops to collaboratively redefine critical user flows. These sessions brought together stakeholders from the Product, Customer Care, and Engineering teams to map out interactions for high-friction tasks such as IBAN updates, bill payments, contract activations etc.
Each core insight was translated into targeted UX improvements aligned with business priorities and user expectations.
Clarifying complex billing information
I added quick-access links to relevant FAQs directly from the invoice section, helping users understand terms and actions without leaving the page.
I initiated collaboration with internal stakeholders (Billing, Legal, Comm, PO..) to redesign the PDF invoice, focusing on : improved content hierarchy and scannability, plain language labels and visual breakdowns for usage vs. fees
These changes helped reduce user confusion and decreased support inquiries related to billing disputes.
Empowering users with self-service tools
I designed self-service user flows (e.g., IBAN editing) with clear entry points and progressive disclosure to reduce cognitive load. Also I improved a microcopy for system message (e.g., “Your new IBAN will be used for next payment which on 15/07/2024”) to reduce user uncertainty.
Improving customer onboarding
I designed a step-by-step guidance for new users with progress indicators and contextual help, reducing early-stage friction and abandonment.
Driven Design Decisions
To ensure our UX improvements were grounded in measurable outcomes, with Product Owner and Data Team we defined target KPIs to track success across critical user flows :
Invoice comprehension rate (measured by reduction in billing-related support tickets)
Click-through on FAQ links embedded within billing and contract sections
Adoption rate for self-service actions like IBAN editing
Frustration rate during onboarding for new users (measured by reduction in new-customer related support tickets)
We used ContentSquare to monitor interaction hotspots, misclicks, and error states. Monthly reviews of support call logs allowed us to refine language and interactions based on real user confusion points.
Impact
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
