The Challenge
What began as short-term marketing support for a single brand (Visible) evolved into a multi-year effort to modernize, scale, and govern digital experiences across Verizon’s Value Brands — while adapting to shifting priorities, organizational change, aggressive timelines, and growing technical complexity.
The core challenge:
How do you deliver value consistently while the scope, brands, teams, and business goals are constantly changing?
My Role & Ownership
Over four years, my role evolved significantly:
Started as a hands-on designer supporting Visible’s marketing pages.
Grew into a domain expert across shop, activation, and manage experiences.
Became a UX lead and stabilizing force during periods of ambiguity and team change.
Took ownership of complex flows (cart, checkout, activation, annual plans & gifting).
Led process design, documentation, and system organization to keep work moving at scale.
Acted as a subject-matter expert and mentor for new team members.
Context & Constraints
This engagement was defined by continuous change:
Work expanded from upper-funnel marketing pages into lower-funnel UX (shop, cart, checkout, activation, manage)
Teams frequently changed due to resourcing, attrition, and re-orgs.
Timelines were often compressed, with shifting requirements mid-sprint.
Work needed to scale across multiple brands with different needs — and later, into a white-label model.
Key Decisions
1. Invest in Structure When Things Are Ambiguous
When projects were chaotic or under-defined, I consistently leaned into:
Audits before design
Clear documentation and file organization
Reusable templates and trackers
This created momentum when clarity was otherwise missing.
2. Balance Production with Consulting Value
While much of the work was delivery-heavy, I consistently:
Offered strategic alternatives alongside requested solutions
Logged improvement ideas into backlogs
Used research and testing to challenge assumption
3. Lead Without Formal Authority
In moments of team turnover or leadership gaps, I:
Took on presentation and facilitation responsibilities
Helped onboard new designers and partners
Acted as a knowledge bridge between past and current work
The Solution
Rather than a single artifact, the outcome was a durable, scalable design approach across Verizon Value Brands:
Redesigned and refined dozens of marketing, shop, activation, and manage pages.
Established repeatable UX processes across research, design, testing, and delivery.
Created system-level documentation and component strategies.
Enabled future brand launches through white-label and shared-system thinking.
Total Wireless white label design
PDP
AI chat window
Number porting form
Plans first shop flow
Bring your own phone shop flow
Cart to checkout
Progressive checkout
Order confirmation
Landing page designs
Visible - Help Center
Visible - How to Switch
Visible - Free Trial
Total Wireless - Bring Your Own Phone
Total Wireless - CSR Landing Page
Straight Talk - Home Internet
Tracfone - Moto g 5G deal
Sample A/B testing results
Outcomes & Impact
Supported the growth of the Value Brands account from single-brand support to a multi-brand, multi-year engagement.
Delivered high-risk, high-complexity UX flows under tight timelines.
Helped establish internal credibility around UX rigor, testing, and ethics (dark patterns).
Contributed to work recognized externally, including Visible’s JP Power award.
Reflection
This engagement shaped how I work today:
I learned how to create clarity in ambiguity.
I became deeply invested in process design and systems thinking.
I learned to lead through influence, not title.
I gained resilience working in long-running, high-pressure environments — and clarity about the conditions where I do my best work.
“Sophie can be trusted to handle all aspects of experience design and has enabled the strong growth of the Verizon Value Brands account from the very beginning.”