New plan migration experience
Simplicity Plan Change
Designed the end-to-end plan migration experience for Verizon’s latest plan offering, Simplicity, enabling 21.9K customers to successfully change plans in its first month and achieving a 14.4% plan-page-to-order conversion rate.
Overview
Role
Product / Experience Designer
Timeline
March–July 2026
Team
Product Managers, Business Owners, Engineering, Legal, Content Strategist, Research
Designing the plan migration experience for Verizon’s new Simplicity plan
Verizon introduced Simplicity to consolidate an increasingly fragmented wireless portfolio around a clearer, more flexible plan structure. The plan launched alongside the existing myPlan offerings across both new and existing customer journeys.
For existing customers, switching to Simplicity involved more than selecting a new monthly price. The plan could affect discount eligibility, features, perks, and services across every line on the account. Customers needed to understand Simplicity’s value proposition and evaluate its impact on their account before changing plans.
I led the design of the existing-customer migration experience. I partnered with Product to define the customer journey, collaborated with Engineering to evaluate feasibility, and worked with Content Strategy and Legal to ensure plan impacts were communicated clearly and accurately.
Challenge
Designing for account complexity
Verizon had already introduced a broad portfolio of wireless plans, each with different combinations of included features, discounts, promotions, and services. Existing customers could potentially enter the experience from many different points. Simplicity’s complexity increased further for multi-line accounts. Since every line needed to be migrated together, the experience needed to determine what each line would gain or lose, which services would carry forward, and how those changes affected the overall account. Most importantly, all of this information had to be easily understood by customers.
Simplicity’s new perk bundles added another layer of logic. The system needed to determine when a bundle opportunity was relevant based on the services a customer already had—for example, whether they owned one or two of the three perks required to complete a bundle.
With a compressed timeline, evolving business requirements, and technical limitations, supporting a unique experience for every possible account permutation was not feasible for launch. I worked with Product and Engineering to organize customers into scenarios based primarily on line count and existing perk ownership. This approach allowed us to adjust the amount of information and merchandising shown as account complexity increased while limiting the number of combinations the backend needed to support.
Framework
Scaling the experience around account friction
To manage the number of possible account permutations, I worked with Product to organize customers into low, medium, and high friction scenarios based primarily on line count, existing perks on accounts, and feature gains or loss.
This gave Design, Product, and Engineering a shared framework for evaluating requirements. As account friction increased, we could reduce optional decisions, prioritize line-level impacts, and limit the number of scenarios the backend needed to support.
Low-friction accounts
Customers with fewer line-level and perk dependencies continued to see the full merchandising experience, including both standalone perk additions and bundle opportunities.
Medium- and high-friction accounts
As the number of lines and existing perk combinations increased, the experience placed greater emphasis on feature gains and losses and account-level impact. Standalone perk additions were removed to reduce lower-priority complexity, while relevant bundle upsells remained available. This created a graduated migration experience: lower-friction accounts retained more flexibility, while medium- and high-friction accounts received a more focused review of what would change. The final framework preserved visibility of Simplicity’s new bundle offering while reducing unnecessary merchandising and technical complexity as account friction increased.
Journey
Building a progressive path from discovery to commitment
While the account-friction framework determined the information and merchandising each customer received, the overall journey remained consistent. We separated plan discovery, product education, personalized account impact, and final review so that each stage had a clear purpose.
Migration journey
Discover
Understand
Evaluate
Confirm
Complete
With the journey established, we focused our iterations around three key decisions: how customers discovered and learned about Simplicity, how they evaluated feature gains and losses, and how they reviewed the final account and bill impact before confirming.
Key decisions
Decision 1
Creating a clearer path to understand Simplicity
Simplicity was going to be launched alongside myPlan so we need a unique placement for the new plan offering that also still aligned with the current plan page structure.
The first tile attempted to communicate everything upfront—value proposition, features, pricing, and potential loss of device-payment promotional credits. While comprehensive, the competing messages made the tile visually overwhelming. Design Leadership also raised concerns that leading with promotion loss could discourage customers before they understood Simplicity’s value. Based on this feedback, we simplified the tile around the core value proposition and a clear CTA to learn more.
We also replaced the initial modal with a standalone Simplicity page, partnering with the new-customer design team to create a shared component across acquisition and existing-customer journeys. Discount and promotion impacts remained part of the experience, but were communicated with greater context rather than competing with the initial value proposition.
Simplicity Plan selection
Simplicity details and migration impact
Decision 2
Making account impacts visible by default
We initially used accordions to organize gains, losses, perks, and other changes by line. But while accordions reduced what was visible at once, they did not reduce the information customers needed to review—and added unnecessary interaction to an already complex experience.
We replaced accordions with visible line-level tiles that surfaced each line’s most important changes by default. Tiles showed what a line would gain or lose, its existing perks and services, and relevant bundle opportunities, such as completing a bundle when a customer already had two of its three perks.
Decision 3
Strengthening confidence at the point of commitment
The line-review experience brought together final account changes, bill impact, effective date, and acknowledgment before confirmation. As business rules evolved, we adapted the experience to keep the decision clear and aligned with the latest requirements.
A broad effective-date selector became two clear choices: change immediately or begin at the next billing cycle. We also updated the cancellation acknowledgment to reflect the revised return policy: customers could return to their previous plan at any time if it remained available, or within 60 days if it was no longer open to new customers but Verizon still offered it.
To support a confident decision, we elevated current and expected ongoing monthly costs while keeping next-bill charges separate. The revised review reflected changing business rules, reduced unnecessary choice, and clarified the financial commitment before migration.
Line review
Outcome
151.7K
Monthly visits
21.9K
Completed orders
14.4%
Plan-to-order conversion
In its first month, Simplicity recorded 151.7K visits and 21.9K completed plan changes. Its 14.4% plan-page-to-order conversion rate outperformed the established myPlan journey by 1.3 percentage points.
Post-launch funnel analysis identified two major drop-off points: 75% between plan selection and line review, and 43.8% at final bill review. These findings informed an MVP2 effort focused on pricing transparency, including earlier explanations of taxes, fees, and prorated charges.
Reflection
Working within existing technical systems
The new plan structure required significant backend development, and engineering identified several features that could not be built within the launch timeline. I worked with the team to determine which requirements were essential to helping customers understand cost and feature changes, and where we could adapt existing components or defer merchandising.
Adapting the design as business rules evolved
Business rules continued to change after designs entered review. Because the experience used a component-based framework, I could update individual elements and account scenarios without redesigning the entire flow.