Responsive Web

Asurion Sales Portal

TEAM // 13 Members                PLATFORM // Web


Asurion is a third-party insurance provider that white labels its products and services to ATT, Verizon, Sprint and T-Mobile for their customers. Depending on the mobile customer’s insurance subscription plan, they would have coverage for damages to the phone, but also anytime technical support for their devices.

My product, the Asurion Sales Portal (ASP) was developed to be the single point of contact between the carrier’s in-store sales reps and our Asurion support agents. So when a customer needed help, had questions, or wanted to file a claim, the rep could set them up with Asurion’s anytime support. This allows the carriers’s sales reps to focus on selling, Asurion to increase contact with a customer (a metric that earns them more money), and a supported happy customer who could resolve issues from the comfort of their home. A win-win-win.


When I joined the team, the product was fresh out of a design sprint but showed early signs of success in a pilot market. Still in the infancy stages, there were the typical challenges of any new product; scale and engagement:

  • ATT’s pilot market wasn’t adding enough qualitative/quantitative data to build a better product.
  • Sales reps spend too much time on customer issues, when they should focus on selling.
  • Reps don’t fully understand the value of using the Asurion Sales Portal and default to previous methods.

Looking at our challenges, it was clear that somethings needed to be done. We set out to accomplish a few goals:

  • Research carriers in different locations to understand the sales reps, Asurion agents and mobile customers to develop a strong mental model and find new use cases.
  • Increase the number of appointments created and decrease time to schedule an appointment by 10%.
  • Increase dashboard views by 50% and content library views by 20%.

Since there were only 2 of us from UX on the team (2 PMs, 9 Devs), it was on me to fully understand the users and take ownership of the design cycle from end to end. We shared leadership responsibilities of all research and design efforts and worked together as a team. However, we also had our own strengths and used that to balance each other out.

My solo contributions are showcased below. They include creating a design pattern library, content library, new dashboard and complete visual redesign, as well as usability improvements and interactions throughout.

Continuous Research

Our product team was lucky enough to have the ability to do research visits every other week. Since I was working with 4 different carriers, I had access to visit any of their stores across the country.

I used this to my advantage for all qualitative data; interviewing, card sorting and usability testing on sales reps, managers and occasionally their customers. I also made sure to understand how Asurion agents worked with the reps and customers by taking a trip out to an Asurion call center.

Along with the qualitative data, we tracked quantitative data using Mixpanel, Google Analytics and Intercom to see how users actually used the product.

  • Users were not aware of all of ASPs features; used for “onboarding” only
  • New prototypes took too long for the pace that I wanted to test at
  • Competition was a motivator for sales reps
  • The educational tips were lost in current layout
  • Work arounds were being done to pass off the customer to Asurion.
  • Users wanted to follow up on customers
  • Asurion meant insurance to a sales rep, but they couldn’t find how to file claims

Design Solutions

The takeaways collected from qualitative and quantitative data allowed me to take that back to my team. I used that information to make assumptions to test against. Working with both the product managers and engineers, we were able to come up with possible solutions. Below are those solutions that we iterated, tested and agreed on…


Our team was in the process of migrating the old code to React. I knew that this presented a great opportunity to improve the site’s IA and do a visual redesign. There were several items that I wanted to accomplish during this transition:

  • Ensure that the mental model of the product aligned with that of the sales reps and managers
  • Refresh to a cleaner visual aesthetic that was scalable to all carriers with minimal dev/design resources
  • Create a structure that allowed for expansion and adding of more features as we learn of other use cases

To align with the users mental model, my team ran several activities to discover logical groupings, generate feature names and find new use cases opportunities. We did this by doing open and closed card sorting, trees tests, user flows and usability testing.

A few things became clear for a new IA…

  • Site Traffic showed the path to product wasn’t consistent. Users weren’t seeing the full site
  • Each tool/feature needed its own section
  • Tools were grouped together; except for scheduling
  • There needed to be a unique grouping of metrics; manager vs rep, store vs district, etc..
  • Content was more valued than originally thought

In addition to new IA, I needed to create a consistent visual experience that wouldn’t bump the user. Since I was iterating fast and getting into stores often, I needed a way to create prototypes quicker.

Following Atomic Design by Brad Frost, I created a design pattern library in Sketch for all mobile carriers. This molecular structure allowed me to develop components that could be swapped between carrier branding and I was able to rapid prototype in just a few clicks while staying as close to a final product as possible.

carrier brands


By redesigning the IA, I was able to “future proof” the product so we could add features as we found new use cases. Some key changes include:

  • Ditching tab navigation for side navigation and making the Schedule Appointment feature a global button since it was the most used feature.
  • Reps expected all learning and training to be grouped, so I dedicated it to it’s own area where we could add more functionality.
  • Improved default stat views on dashboard. Saw clicks higher for monthly and individual

By making these improvements and looking at the site traffic, users were pushed to a dashboard rather than straight into the scheduler. This increased dashboard views by over 1,000%, which was a huge success.

The creation of a design library allowed us to create mock ups for sales pitches and testable prototypes in a matter of hours vs days or weeks. We ramped up testing from once a month to twice a month.

The card sorting activity also lended some pretty key insights around competition and gamification, which I cover later.


I found that the metrics displayed at the top of the dashboard was the most liked feature about our product. But the most common criticism was, “I want to know how I am doing compared to others“. Which made sense because a sales rep personality is naturally competitive. The drive to compare themselves to another sales rep was something needed to be a top sales person. Their job was commission based, so they wanted a constant refresh of their numbers and ranking against a fellow colleagues. Whether is was between reps in the same store, same area, same district or nationwide, they wanted to know how they were doing and what they needed to do to level up.

“We have a lot of trash talkers … If reps could go in and see how they’re performing vs. other reps, it’d be great.”

Wilmer, ATT store manager in Chicago

This style of gamification was also what they were used to. I found that they had several other companies, like Samsung, who incorporated a gamified experience. ATT reps used the Samsung PRO app (see image below) to get rewards based on their knowledge of Samsung products. Stores competed vs. other stores in the area and managers were constantly hosting free lunches or giving away “swag” if their reps outperformed.


With the knowledge listed above, I took a look at the current dashboard to see how the metrics could be improved upon. I made notes on what numbers meant the most to reps and what meant the most to managers.


Over the course of a few months and lots of testing, the iterations evolved from low-fi designs to a perfected working revamp. Some key changes included:

  • 2-tabbed leaderboard to toggle between personal stats and the stores; perfect for a manager view
  • Depending on who was logged in (manager vs rep), a defaulted view state. Managers saw their store from a high-level monthly view and reps saw individual stats at the weekly view
  • Comparison of current metrics vs. a previous time frame
  • Quick view of Ranking # with a motivational message
  • Leaderboard highlighting the top 10 and ability to filter by size of area (store, area, district, country)

Another change that was made, was the confirmation message after creating an appointment. When an appointment was successfully created, a full screen modal would be shown. I saw that users typically read, then closed the app. Thus creating a HUGE drop off, which greatly affected discoverability and usage of the product.

To fix this, I designed a dismissible message that appeared on the top of the dashboard. I used Lottie and After Effects to design the JSON animation.



The changes made an incredibly positive impact. It created a new mental model of what this products purpose was. It drove an increase of 25% in active sales reps, while increasing the average number of appointments booked by 22%.

Following up on the redesign, we often saw new reps who might not know all about ASP, always knew what place they ranked.


Originally, ASP was designed to help “onboard” customers who recently purchased a new device. After a sale was complete, reps often sat with a customer to educate them on how to use the device, transfer contacts and apps, etc… This led to the customer sitting in the store for hours, which neither a customer, nor a sales rep wanted.

While doing in-store research I sometimes would hear that reps mask all technical problems as “new device set up”. An existing customer would walk in with an issue, and to save time they would create a “new device set up” appointment and let the Asurion reps deal with the issue. It was estimated that around 1/3 of the appointments created were for existing customers.

To confirm this theory, I visited a Phoenix Asurion call center as well as look at our quantitative data. The call center reps seconded that this happened but was higher at around 40%. They voiced frustration because they would never be prepared for the call. The information passed from the rep to agent was supposed to be routed to professionals focused on a specific topic. However, the inaccuracy would sometimes take 15 minutes to figure it out before helping with the real cause of the call. This greatly affected their own metrics, based on time spent on a single call.

This workaround caused many problems, but ultimately led to new use cases and helped the company see a much larger problem.


I came up with a solution that took into account the various types of customers. That there would be both new and existing customers. We collected data for the types of calls our call center would receive. We grouped them into the appropriate categories and developed an idea called “Experiences”

Now when a rep went to set up a new appointment, they could select what the customers issue was and provide more data to our agents to increase efficiency.


Another thing I improved was the date and time selection for a new appointment. Since reps used iPads throughout the store, I wanted to use touch and swipe capabilities to our advantage. The current process wasn’t broken, but also didn’t help meet our goal of reducing time to schedule by 10%.

Through data, we found that kept appointments (a key metric we used to track how happy a customer is) typically happened when an appointment was scheduled within the first 5 days. So we forced this selection to be within a week of the current date. For the time selector, we saw that users scrolled for a long time to get to a certain time block. By adding buttons that would jump to a certain time of day, only showing available time slots and a indicator tab to show what hour block they were in, I made time selection much simpler and faster.


My ideas for improvements led to an 18% decrease in time to schedule an appointment, 8% more than our original goal. This was an instrumental win for Asurion because it proved that customers relied heavily on sales reps to solve technical issues. By diverting these problems from sales to equipped professionals, Asurion was able to show value and gain more business.


A very little used feature was the educational tips we provided. Not because it wasn’t valued, but because it was very often missed. Those reps who did see it, loved and appreciated it. It provided resources such as articles and videos on how use ASP, but also sales techniques to help them sell more. Those who attested to loving it, would spend their down time catching up.

The challenges that we had were:

  • Reps did not have the knowledge of how powerful ASP could be
  • Reps didn’t know what happens during or after an appointment was made; for both customer and agent
  • There was no way to track what was watched/completed
  • There was no way for Asurion to communicate directly with the rep; everything was passed through word of mouth through area manager then store manager

So our goal was to increase the number of engaged reps get more every rep to maintain a 100% completion status.


I decided that there needed to be a separate section for all educational content; sales training.  That way, we could add functionality like filtering and sorting. We broke it down by what was still left to view, what was completed and all.


Another way to drive engagement was to provide a completion card on the dashboard. This leaned into the gamification component, but also encouraged the rep to maintain a 100% completion status.


Although this feature had a few areas that needed improvement, the solution met our requirements of driving more engagement; roughly 42% increase in number of content items viewed per session. Also, by placing progress status on the dashboard, users were more inclined to click into the training.


Closing the feedback loop was something that was always missing from our product. From our research, we knew our users wanted a way to see if appointments were kept or missed after it was passed off to Asurion. Not having insight left room customers to have negative experiences and then blaming the carrier, which might lead to churn. In a contract-less world, carriers had to make sure to make the customer wouldn’t switch to another carrier.


The solution was straight-forward, provide transparency to the rep for the appointments they created. I created a transaction history of all of the customers they interacted with. It showed information like appointment time, appointment details, notes for the agent and status on if the appointment was kept or missed. This insight gave the rep the opportunity to follow up if they needed to, which was important because of their WTR (customer satisfaction). I also added a lazy loader since there would be a lot of information.


This feature was well received by our users and sparked a few conceptual ideas later on such as rescheduling and customer overview (see section below). Overall it allowed reps to track if a customer was unsatisfied and how it would affect their WTR, a metric for customer satisfaction and compensation.


“When customers come in to file claims it’s time consuming for us. Customers also hate getting back on the phone to set up a claim and waiting to be connected with an agent.”

– AT&T Reps in SLC

A common problem that happened was around broken/damaged phones. When a customer  damaged their device, they walked into a store and wanted to swap it out on site. Problem is: they need to call to file a claim through Asurion. ATT, Verizon, etc… was not responsible, so they would tell them a website to start their claim, a very unsatisfying response.


A simple solution that was still in MVP when I left was the claims tool. The rep could punch in the customers data and the customer would get a link to start the process.


This was a quick and simple win that could set the foundation of something bigger. Because of issues around fraud, the customer had to fill out the information themselves. But it at least got the ball rolling and the customer didn’t feel like the rep did nothing for them.


Below are ideas that never made it to fruition before I left, but were ideas that we were testing. Solid concepts that would grow the product’s future.


When a customer broke their device, their options were limited. A new concept was being worked on where Asurion would outsource small repairs through 3rd party vendors. A sales rep would be able to find a local repair shop, select a time for that customer and have them go fix their device. (This proto was made in Principle)


An idea that came from appointment history was customer profiles. A rep could see it’s history with this customer, customer’s interests, upcoming appointments, their device, and most importantly upgrade (selling) opportunities.


Final Outcome


Looking at the goals we set out to accomplish, the team was able to achieve all of them.

We developed a stronger mental model based on a larger market size, increased time to schedule by 18% (set at 10%), and increased dashboard views by 1,000% (set at 50%).

We reduced frustrations seen by all 3 users types; reps/managers, customers and tech agents. We also sold this product to 3 new carriers with 2 more pending (see image below).

Although requirements were met and launched a successful project, Asurion decided to lean more into a digital self-guided approach vs. using call center technicians and this project was shelved.


Below is a video walkthrough of the design files. Since the product is behind a username and password, I can only show a prototype.