Oracle Communications Care Experience

June 2019 - June 2021


Lead UX Designer responsible for research, product strategy, prototyping, IxD, VxD, and IA.


Designers (2), Product Managers (2), Developers (30), Content Strategists (1)


Design a modern customer experience solution tailored for Communications Service Providers (CSPs) to increase revenue and customer satisfaction.


We got push back from Product Management on doing user research.​

The problem

CSP’s customer satisfaction rank is the lowest compared to other industries.

Service agents have limited time to create rapport with their customers and up-sell products.

Reimagining the Customer Experience for Telco companies

July 20, 2021 - 4 min read


We designed a solution that leverages all the information known about the customer to tailor a recommendation. This allows users to create meaningful connections and be successful at their jobs by up-selling and cross-selling products.

Latest iteration of AI recommendations.


Our solution has helped Oracle attract 2 new customers generating $350 million dollars in gross income by the end of 2021.

Reproducir video


Oracle had been feature-driven for a long time and was falling behind its competitors. With a new design leadership, the strategy shifted to a design-driven culture and we had a new mission on our hands: design consumer-grade user experiences for the enterprise world.
Reproducir video

Sample of what Oracle CX Apps used to look like.

The market was shifting from a “one size fits all” approach to industry-specific solutions. The biggest indicator was that Salesforce acquired Vlocity for 1.33 billion dollars and Oracle saw this as an opportunity to enter the market and create a platform tailored to the communications industry called DX4C (Digital Experience for Communications).


We learned that video streaming services had set the bar higher on customer satisfaction for traditional CSPs and call center was their lowest-scoring category.

Source: American Customer Satisfaction Index (ACSI).

Competitive analysis

Our competition was already ahead of us, but we thought it was a great opportunity to differentiate ourselves by simplifying the interactions and reduce the cognitive load.



User insights

It was very important for us to build empathy with the users and understand the problem we were trying to solve. We went our way to find real users and conducted around 20 hours of interviews and design workshops. We got the following insights:
Insight 1

Service agents are measured on sales quota and they have limited time to create rapport and make a sale.

Insight 2

The average call is 6 to 7 min. long. Agents spend 75% of the time doing manual processes and only 25% interacting with the customer.

Insight 3

80% of calls are billing-related issues. 75% of bill adjustments are done through up-selling.


Service Agents

Pain points

01 Have a lot of manual processes.

02 Limited time to up-sell products.

03 They don't know what to offer.

User goals

Service agents need to nurture customer’s and account’s services in order to meet their quota.

Service agents need to understand customer’s needs in order to make the best recommendation possible.


We began by defining signature moments based on our research to create a narrative.

As part of our design workshops, we built the following prototype to validate our assumptions and iterate our design work.
Reproducir video

Early iteration of AI recommendations.

We had the opportunity to collaborate with the central AI team to apply best practices, such as letting the users provide feedback.
Our latest iteration is aligned with Oracle’s Design System patterns.

Latest iteration of AI recommendations.

Design process

We defined the Information Architecture to tackle any navigation issues from the start.

Moving forward

We were asked to incorporate the core Service app’s design patterns into our product. The main focus was an activity feed that helped drive transactional interactions, but we realized this was not a scalable solution for all CX products.

Screenshots taken from the Service product.

We proposed a Hub and Spoke model that would cover most CX cases and named it the Foldout View, where the user can see all business objects and drill down to perform any heavy-lifting actions.

Reproducir video

Early iteration of the Foldout.

We continued iterating our design to align to our North Star.

Latest iteration of the Foldout.

Our solution was well received by other teams who were trying to solve a similar problem, so we were asked to design the IxD spec to include it in Oracle’s Design System for other teams to uptake it.

Working with a cross-functional team

A transparent workflow improved our productivity, so we broke requirements into smaller pieces and focused on completing them constantly and more often. It also helped to avoid rework as much as possible, since everyone agreed on the long-term vision for the product.

Final design

The following prototype is an evolved version of our first iterations that helps users get better recommendations for finding business opportunities and guides them through a checkout process.
Reproducir video

Latest iteration of an assisted plan upgrade.

Additionally, we designed a conversational UI to:
Reproducir video

Latest iteration of an assisted purchase for a new customer.

Final thoughts

What's next?
Develop buying experiences for B2B and B2C scenarios to improve the DX4C’s offerings.

Research is not negotiable. The insights we gathered had a major impact on our design decisions.

What would I do differently?
I should’ve communicated a transparent workstream with the team from the beginning. At first, our design process caused some friction with the rest of the team.

Our solution was released in October 2020 and has made 350 million dollars in revenue by end of 2021. The Foldout View has also been used by 10 different teams at Oracle.