Redesigning the post purchase experience to reduce costs and increase LTV

Problem

Overloaded support and anxious customers after purchase, increasing costs, public complaints on social media, and brand risk.

Solution

Mobile first redesign of the customer portal focused on clarity, visual hierarchy, and user autonomy without relying on support.

Results

75% reduction in support ticket volume
within the first weeks
7% increase in repeat purchase
rate after 60 days
11.5% growth in customer lifetime value
23% reduction in operational support costs

47% increase in page revenue
within 30 days
18% increase in average order value
Conversion rate increased
from 2.2% to 3.4%
Bounce rate reduced from 43% to 31%

Team

My role

UI UX Designer
End to end ownership including diagnosis, strategy, research with support teams, design, executive alignment, and post launch analysis

Timeline

Jan '23 - Mar '23 (8 to 10 weeks)

Summary

This project focused on redesigning Renova Be’s customer portal, a beauty and wellness brand with strong presence in paid media channels. While invisible to users before purchase, this area played a critical role in brand perception, operational costs, and repeat purchases.

In 2023, the company experienced rapid growth driven by social media campaigns. At the same time, support ticket volume increased sharply, raising costs and putting pressure on the customer support team.

I worked as the UI UX Designer with full ownership to identify the problem, define the strategy, and lead the project end to end. The project ran for eight to ten weeks and included diagnosis, executive alignment, design, handoff, and post launch monitoring.

Problem

The challenge was more than operational. The support team was overloaded, with growing queues and increasing costs. Customers began seeking answers directly on social media, exposing gaps in the post purchase experience in public and highly visible spaces.

This created a chain reaction. Negative comments affected the perception of potential customers on the same channels that generated most sales. Each unresolved question became direct friction for future conversion.

From the user perspective, anxiety was driven not by real delivery delays, but by lack of clarity. Information such as order status, shipping, and delivery time existed, but it was hard to find, poorly organized, and difficult to read on mobile. The goal was to reduce frustration, restore trust, and act quickly.

Solution

The core decision was to treat the customer portal as a strategic product, not a secondary feature. Instead of adding new support channels, the focus was on empowering users with clear, accessible, and easy to understand information.

I redesigned the entire customer area using a mobile first approach. The visual hierarchy was simplified, order status became the main focus, and readability improved through better typography, contrast, and content structure.

The experience began to anticipate user questions and reduce the need for contact. The goal was simple. Help users feel in control without needing to ask for support.

Process

The project started on my initiative, based on a clear understanding of business context and the growing impact on support costs and brand reputation. I worked closely with the customer support team to map the most frequent questions and identify where time was being spent.

These insights were combined with heatmap analysis, session recordings, and business metrics. One critical insight stood out. Even when delivery times were within market standards, lack of visibility created disproportionate anxiety.

There were important technical trade offs. The platform did not provide all required APIs, especially for sensitive payment data that required specific certifications. To address this, I designed a hybrid experience. The new layout handled non sensitive information in a duplicated environment, while critical flows guided users clearly and transparently to validated environments.

There was also an organizational challenge. The company had a strong urgency driven culture that often disrupted development priorities. To unblock the project, I led executive alignment with technology, marketing, and the CEO, presenting financial impact, reputation risks, and operational gains. This alignment was essential to secure prioritization.

Results

Results were fast and consistent. Support queues dropped by 75% within the first weeks after launch.

After 60 days, repeat purchase rate increased by 7%, LTV grew by 11.5%, and operational costs were reduced by 23%, mainly through the removal of support tools that became unnecessary.

Beyond metrics, there was a clear behavior shift. Support related complaints disappeared from social media, protecting the brand across its main acquisition channels.