01
Deflect calls.
Drive customers toward self-service paths for billing, payments, and account management.
Case Study 01
Driving customer behavior toward digital self-service.
At SiriusXM, I helped build and lead the in-house UX practice behind a broader shift toward digital self-service. Over time, digital transaction mix grew from 18% to 50%, contributing to millions in call-deflection savings and a lift in trial subscription conversion. That shift was not the result of one redesign. It came from a broader body of UX, product, research, testing, and optimization work.
This case study highlights two representative efforts — the Online Account Center and Channel Guide — that show how I helped turn customer behavior into clearer product direction.
Business Context
SiriusXM needed more customers to complete high-value actions online.
Millions of customers were already engaging with SiriusXM digitally, but many important actions still depended on support channels, fragmented flows, or product logic that customers had to learn.
The business needed clearer digital paths for the behaviors that mattered most: paying bills, converting from trial, managing subscriptions, adding radios, accessing streaming, and discovering content worth keeping.
For customers, this meant less confusion.
For the business, it meant call deflection, conversion, retention, operational efficiency, and stronger digital self-service.
Digital self-service objectives
02
Grow digital transactions.
Improve paths to trial conversion, upgrades, add-ons, inactive-radio reactivation, and account changes.
03
Strengthen product value.
Help customers discover the programming, channels, shows, and perks that make the service worth paying for after the trial is over.
04
Scale what worked.
Create reusable UX patterns, testing practices, and modular product structures that could improve more than one area over time.
How I Led the Work
I built and led the UX capability behind digital self-service growth.
To move more customer transactions online, SiriusXM needed more than redesigned interfaces. We needed a way to understand what customers were trying to do, measure where they struggled, test better paths, and keep optimizing the journeys that mattered most.
I led that effort from a UX perspective — building the practice, research approach, voice-of-customer inputs, A/B and user testing capability, measurement framework, and reusable design systems that helped teams move from opinion to evidence.
That engine powered work across billing, trial conversion, subscription management, upgrades, radio additions, streaming access, and content discovery. Through sustained UX, product, testing, and optimization work, digital transaction mix grew from 18% to 50% — helping reduce call-center demand and improve trial subscription conversion. The examples below show how that system worked in practice.
Proof in Practice
Two examples of the system at work.
The Online Account Center and Channel Guide were different experiences, but they used the same leadership model: define the customer behaviors that mattered, measure where people struggled, test better paths, and turn the findings into product direction.
Online Account Center
Channel Guide
Focus
Clarify high-value account actions: billing, payments, subscriptions, upgrades, add-ons, and account changes.
Help prospects, trial users, and subscribers find programming that made SiriusXM feel worth paying for.
Scale
3M monthly unique visitors / 28.9M monthly page views.
213K monthly unique visitors / 668K monthly page views.
Inputs
Analytics, voice-of-customer feedback, survey data, card sorting, stakeholder input, prototype testing.
Analytics, voice-of-customer feedback, internal search data, competitive review, stakeholder input, desktop/mobile testing.
What We Learned
Payment and trial-conversion paths were clear. Subscription tasks exposed deeper friction around accounts, radios, devices, plans, and actions.
Users wanted search, struggled to find shows, relied on inconsistent site search, and needed clearer content labels and cues.
UX Strategy
Improve IA, labeling, dashboard hierarchy, accordion behavior, and task pathways across account and subscription management.
Prioritize search, improve genre sorting, clarify channel summaries, design for new visitors, and make the experience more modular.
Why It Mattered
Turned self-service friction into a clearer optimization roadmap for call deflection and digital transaction growth.
Connected discovery to acquisition, retention, SEO, perceived value, and customer confidence in the product.
Together, these initiatives show how the UX capability worked in practice: turning customer behavior, feedback, testing, and measurement into clearer product direction. The goal was bigger than any one interface: build the system needed to move high-value, business-critical customer activity into digital self-service.
Connecting the Dots
Better systems created better outcomes.
The Online Account Center showed that self-service friction was not just a screen-design problem. Customers needed clearer relationships between accounts, subscriptions, radios, devices, payments, and actions.
The Channel Guide showed that content discovery was not just a browsing problem. It was tied directly to perceived value, acquisition, retention, search behavior, and customer confidence.
The larger contribution was giving stakeholders a better way to make decisions: customer feedback, testing, measurement, optimization, reusable patterns, and UX strategy connected to business outcomes.
The shift happened through sustained, connected work: clearer paths, better evidence, stronger patterns, and continuous optimization across the journeys that mattered most. Together, that work helped move millions of high-value customer actions into digital self-service — growing digital transaction mix from 18% to 50% and turning UX capability into measurable business impact.