Billing was Vodafone's top driver of customer frustration. The problem wasn't in the billing system. It was in everything customers had to do around it.
Billing-related contacts accounted for a disproportionate share of Vodafone's inbound support volume. NPS scores for billing touchpoints tracked consistently below the company average. The product team's first instinct was to look at the billing engine — accuracy, speed, or format.
Redesign's discovery research revealed a different picture. Customers weren't confused about what they owed — they were confused about why, when, and what to do about it. The billing statement was correct. The experience surrounding it — proactive communication, dispute paths, self-serve resolution — was broken.
The fix required redesigning the journey around billing, not the bill itself. That's a CX problem, not a product problem.
Redesign ran the full cycle — from customer research through journey mapping to prototyped experience interventions — within a 100-day sprint alongside Vodafone's CX team.
Three experience interventions moved from prototype to live production within the 100-day window. NPS in the billing segment improved within 90 days of implementation. Billing-related support contacts measurably declined.
Critically, the engagement shifted the internal framing. Billing is now treated as a CX design problem at Vodafone — one that lives in journey design, not the billing engine. That reframing changed which team owns the problem and what they do about it.
Most CX engagements begin with a 2-week diagnostic. We find the real problem, design the fix, and deliver it in 100 days.
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