Rogers Billing and Payments

Customers experienced billing notifications, account overview, the digital bill and payment as one journey. Four product teams owned the separate parts.

I led five designers and connected those teams around a shared direction: help customers understand what changed before moving to payment.

Research showed that customers compared each bill with the previous cycle. I used that behaviour to guide hierarchy, explanations and handoffs across the journey.

In prototype testing, the digital bill received an average 4.6/5 ease-of-use rating. The wider initiative recorded 99% self-serve payments and 23% fewer payment-related calls year over year, reflecting work across Product, Operations and UX.

Billing and Payments connected four high-volume touchpoints: billing notifications, the account overview, the digital bill and payment flows. Customers experienced them as one financial journey, but each was planned and delivered by a separate product team.

I recognized that the fragmented product structure was creating an inconsistent experience at the moments customers needed clarity most. I brought the teams under a shared journey direction, connecting their individual priorities to a more coherent path from notification through explanation to payment.

All five designers were my direct reports. Some worked on the end-to-end experience and service logic, while others focused on interaction detail and visual execution within individual touchpoints. Each stream partnered with a different product manager.

I set UX priorities, allocated work and ran shared reviews across the group. I approved decisions that affected the wider journey, including terminology, hierarchy, timing and handoffs between surfaces. Collaboration was central to the model: designers retained ownership of their work, while I ensured local decisions reinforced the shared customer experience.

I partnered with UX Research to bring earlier customer evidence into product conversations and secured leadership support for a coordinated design response. I did not own the individual roadmaps or funding; my role was to connect existing priorities, make dependencies visible and give the group a common strategy for delivery.

Each product team optimized its own touchpoint. Notifications focused on message delivery, the account overview on summary information, the bill on detailed explanation and payments on completion. Those local priorities were valid, but customers moved through the journey with one set of connected questions: what changed, why did it change and what do I need to do?

When terminology, hierarchy and assumptions differed between surfaces, customers had to reconstruct the relationship themselves. A notification could create concern without context. The account overview could show an amount without explaining a variance. The bill could provide detail without guiding attention, while payment could be available before customers felt confident in the charge.

Billing was one of the largest drivers of calls to Rogers’ contact centres. A key focus was to help customers resolve questions digitally by making the financial journey easier to understand, while enabling separate product teams to keep delivering within their own mandates.

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I focused on three connected moves: make the customer journey visible, align teams on an ambitious shared direction and coordinate delivery across their separate product streams.

Map the path from notification to payment

I combined earlier research into a journey map that connected the four touchpoints. It showed customer questions, emotional states, system events and channel transitions, making gaps between surfaces visible and giving teams a shared basis for discussing responsibilities.

Align ambition through a 10-star workshop

I facilitated a 10-star workshop in which teams explored increasingly ambitious versions of the billing journey. We assessed those ideas against customer research and delivery constraints, then agreed on a shared direction for the four product teams.

Coordinate design as a connected group

I led the designers as one group even though their product partners remained distributed. Shared reviews, common journey artifacts and centralized design approval helped us manage dependencies and maintain coherence. I monitored intake and output so urgent work in one touchpoint did not undermine the broader customer journey.

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The most useful insight was how customers assessed a bill: they compared the current amount with the previous cycle. When the amount felt consistent, they were ready to pay. When it changed, they needed help understanding why. This became the organizing principle for the full journey.

Variance created the need for explanation

Customers compared bills to understand what had changed. We found that when they could connect an increase to their data use, they were less likely to call for an explanation. That reinforced the need to show both the difference from the previous cycle and the charges behind it.

Each touchpoint had a distinct job

Notifications created awareness without unnecessary alarm. The account overview established current status and exposed variance. The digital bill explained the change in a scannable hierarchy, while payment supported confident completion. Clear roles reduced duplication and gave each team a more precise design brief.

Trust accumulated across the sequence

Customers judged the journey through consistency. Terminology, amounts, dates and actions needed to remain stable as they moved between touchpoints. Clear handoffs reduced the effort of reinterpreting their account at every step.

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We redesigned the journey around comparison and explanation. Notifications provided enough context to prepare customers for the next step. The account overview made the current balance, due date and change from the previous cycle easier to scan. The digital bill prioritized the reasons behind a variance, and payment remained prominent once customers understood the amount.

I used cross-stream reviews to resolve dependencies and approve decisions against the complete journey. Designers made day-to-day decisions within their areas, while I stepped in when terminology, hierarchy, timing or interaction patterns affected adjacent touchpoints.

This approach also made better use of the team’s different strengths. Designers focused on overall experience structure established the journey logic, while those working closer to visual execution refined hierarchy and polish. Shared critique kept those contributions connected and prevented the work from becoming a sequence of disconnected handoffs.

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The work delivered across releases from September 2019 to Q3 2021. In a 15-participant prototype study in September 2019, the redesigned digital bill received an average 4.6/5 ease-of-use rating. The study also examined whether participants could find and understand billing information.

Across the wider Billing and Payments initiative, digital payment became the primary channel, reaching a 99% self-serve payment rate by March 2021. Billing CSAT exceeded target for both Rogers (42.9% against a 38.4% target) and Fido (45.8% against a 44.2% target).

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By Q3 2021, payment-related calls were 23% lower year over year.

The work established a practical model for journey strategy inside a fragmented product organization. Customer evidence and journey mapping gave the teams a shared view of the customer journey; shared reviews and design approval translated that view into coordinated decisions. Product teams retained their roadmaps while Design operated with a unified view of the customer experience.

The work showed how I could influence product direction without owning every team’s roadmap. Journey maps, shared reviews and design approvals gave my team a practical way to coordinate with product partners and clarify what each touchpoint needed to do.

The digital-bill ease-of-use rating comes from Rogers UX Research’s September 2019 prototype study with 15 participants. Billing CSAT measures come from the March 2021 Digital Billing and Payments KPI report. The 23% reduction in payment-related calls comes from Rogers’ Q3 2021 public investor reporting, which associates the result with automated notifications and increased auto-pay adoption.

The results reflect coordinated work across Product, Operations and UX. Measures are presented as direct experience evidence where research evaluated the redesigned touchpoints, and as initiative-level outcomes where several teams contributed to the result.