Unauthenticated Support Landing Page
During my time as the Support Portfolio Research Lead at Verizon, I contributed to the redesign of the Verizon Support landing page, an experience used by millions of customers seeking help with their devices, accounts, or network issues.
Earlier usability testing revealed that many users arrived on the page unsure where to begin. Although the page contained many support resources, the overall experience felt overwhelming and cognitively heavy. As part of a larger redesign effort, the team explored multiple new approaches for structuring the Support landing page.
For this project, I designed Option A, a concept grounded in insights from earlier usability testing and co-design research. My focus was to create a clear starting point that would reduce cognitive load and guide users toward the right support path.
This concept was later evaluated alongside two other design approaches in a qualitative A/B/C test. While a different version ultimately launched, the simplified structure I designed was preferred most by users and strongly influenced the final experience. For a deeper look at the research that informed these designs, see my research case study: Unauthenticated Support Landing Page: Qualitative A/B/C Test
Role: UX Designer & Research Lead
Tools Used: Figma
Project Duration: 2 weeks
Background
Business Situation/Problem
The Support landing page 2 year years ago did not adequately address the needs of users with different levels of issue clarity. Some users arrive to support with a specific solution in mind (intent-focused), while others need help identifying the problem or exploring possible resolutions (discovery-focused). At Verizon, we wanted to explore new Support landing page methods that would effectively guide both types of users to the right support path for user's problems, while also minimizing friction and cognitive effort.
Research
Before designing the new concepts, I conducted usability testing on the existing Support landing page. From that study, participants frequently described the page as overwhelming and struggled to determine where they should start. Even though the page contained many useful tools, the structure made it difficult to quickly identify the right path.
To better understand how users expected support to work and their mental models, I then led a co-design study where participants built their ideal support landing page. Across sessions, a clear pattern emerged. Users consistently organized support options by Verizon service type. Most participants started their designs with categories like Mobile and Home Internet before narrowing down to devices, issues, and solutions.
These insights directly informed the structure of the design concept I created.
Goals
Design Objectives
The redesign of the Support landing page needed to accomplish several key design objectives to improve usability and reduce friction for customers seeking help.
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Provide a clear starting point for users - Many users arriving on the page were unsure where to begin. The design needed to immediately communicate where users should start their support journey.
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Support different user mindsets - The page had to work for both intent-focused users who know exactly what they need and discovery-focused users who need help identifying their issue.
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Reduce cognitive load - The previous page presented too many options at once. The new design needed to simplify the interface and present support pathways in a way that felt structured and easy to navigate.
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Align with users’ mental models - Research showed that users naturally organize support issues by service type. The design needed to reflect this mental model by structuring the experience around familiar categories such as Mobile and Home Internet.
Personal Goal
As the research lead for the Support portfolio, my goal with this design concept was to translate the insights from previous studies as directly as possible into a tangible product experience. I wanted to design a version of the Support landing page that reflected what users themselves described as their ideal support journey.
Each design explored in this initiative was created by a different designer on the team, so it was a collaborative effort. My concept focused almost entirely on what users said they wanted, while the other designs incorporated additional considerations from the business side and included ideas the team had brainstormed that were not directly mentioned by users.
Testing these different approaches allowed the team to evaluate a range of solutions. My design represented a version that was most closely grounded in user feedback, while the other concepts balanced user insights with broader business and product considerations.
The Design Process
Using the insights gathered from earlier research, I designed Option A, a simplified support landing page focused on guiding users through a clear support journey.
The interaction flow followed a structured path:
Service Type → Device → Issue → Preferred Help Method
Instead of overwhelming users with many support tools immediately, the design first helps users identify the service category they need help with.
Once users select their service type, they can continue narrowing down their issue and choose how they want to resolve it, whether through self-service troubleshooting, articles, FAQs, or contacting support.
Key Design Decisions
The Other Designs
This initiative was a collaborative effort between designers and researchers on the Support team. To explore different ways of guiding users to the right support path, the design team created three distinct concepts. Each concept was designed by a different designer and represented a different approach to solving the problem.
These designs were then evaluated through the qualitative A/B/C study to understand how users interpreted and navigated each experience.
Version A
This version presents two starting points( Mobile and Home services) aligning with Verizon’s primary service categories. It also includes quick access to alternative support channels like chat, call, community, and network status. Inspired by prior user feedback, this layout supports a top-down support journey: from broad service type to specific device and issue. A search bar is also included for direct input.
Version B
Expanding on Version A, this version offers four starting points: Mobile, Fios, 5G Home, and LTE Home. It also includes a section at the top featuring popular topics and tools, based on previous user feedback requesting quick access to commonly used resources. It reflects user feedback preferring to begin support by service type, with additional granularity for internet services. Like Version A, it retains alternative support channels and a search bar for flexibility.
Version C
This chatbot-based version removes selectable options entirely, relying solely on user input. Created in support of Verizon’s personalization initiatives, it aims to deliver tailored support by allowing users to describe their issues in their own words—enabling more targeted, relevant solutions.
Conclusion
When the three concepts were evaluated in the qualitative A/B/C test, 8 out of 12 participants preferred Option A, the concept I designed. Participants consistently described it as clear, organized, and straightforward. Many said the simplified structure made it easier to understand where to start and gave them confidence they would reach the right solution.
Although the business ultimately moved forward with Option B for broader strategic reasons, several elements from Option A influenced the final experience. These included the simplified navigation structure and the visibility of contact options.
What I appreciate most about this project is how directly the design reflected user input. The structure of Option A came directly from patterns we observed during research. Seeing those insights translate into a design that real users preferred reinforced the value of grounding design decisions in a deep understanding of user behavior.