A deadline.
And an opportunity.
BOXT’s finance journey took customers into a separate, unfamiliar experience. It felt disconnected from the brand, made costs and commitments harder to understand, and relied on a slow, assisted process behind the scenes.
When the external provider announced it would close the service, replacing it became urgent. HomeServe had an opportunity to bring finance into the group—but first, we needed a shared understanding of what the new journey should achieve.
Make everyone’s
needs visible.
I brought together customer interviews, behavioural data and operational shadowing with requirements from product and compliance. Each group saw a different part of the problem: customers needed clarity, operations needed a faster process, and compliance needed the right information delivered consistently.
Through workshops, journey maps and value maps, I consolidated those needs into one view of the service. This gave teams across three organisations a shared vision for what to build, with three guiding principles: no surprises, plain language and one connected flow.
Carry the vision
through every detail.
I designed and tested the journey from plan selection through eligibility, application and payment. Costs, terms and deposits became explicit earlier in the flow, while compliance information appeared in clear language at the point it was needed.
I partnered with engineering through build, QA and launch, using and updating the design system to keep the experience consistent. The shared journey remained our reference, helping us connect individual screens and technical decisions back to the needs we had agreed.
Alignment that
made a difference.
The new journey gave customers a more coherent experience and reduced the time operations needed to process applications. Following launch, the results included:
- Completed applications
- +21%
- Payment-step drop-off
- −18%
- Financed product sales
- £42m
- Submission rate
- 90.8%
- Operations processing time
- 23 → 12 minutes
For me, the defining work was creating a direction everyone could act on. Making the whole service visible helped different teams build towards the same outcome—and gave us a clear reference through delivery.
