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Case Study
Optimising CX processes to scale support capacity
Our CX team was managing high-volume payment queries through a fragmented, manual process, resulting in significant operational overhead and slow response times. By integrating automated workflows into our existing case management system, we streamlined communication and enabled agents to focus on high-value interactions, resulting in the elimination of 70 hours of manual labor per month.Your Role & Duration
Role: Lead Product Designer & Project Lead
Collaboration: Partnered closely with the CX operations team and engineering to map process dependencies and implementation.
THE PROBLEM
Support specialists were spending over 70 hours per month on repetitive, manual tasks to manage customer payment queries. The workflow was disjointed: agents were forced to manually reschedule tasks and chase customers for information, which created high cognitive load for staff and delayed resolutions for customers. We needed a solution that would reduce agent workload while ensuring faster, more accurate support.
GOALS
Operational Goal: Reduce manual overhead and eliminate redundant administrative tasks for CX specialists.
Customer Experience Goal: Provide transparent, real-time status updates to customers, reducing the need for them to follow up.
Scalability: Create a repeatable workflow pattern that could be applied to other areas of the business beyond Payments.
DESIGNING THE WORKFLOW
Discovery & Shadowing: Despite having built the case management foundation, I embedded myself with the CX team to shadow their daily workflows. This revealed that the process was "messy"—there were simultaneous manual chasers and constant context-switching, which prevented agents from focusing on the customers' actual problems.
Mapping the "As-Is": I visualised the operational workflow to identify bottlenecks. I identified that the primary pain points were not in the system’s capability, but in the process—specifically, the manual re-queueing of tasks and the reactive nature of agent communication.
Designing the "To-Be":
Automated Routing: Instead of agents manually checking for responses, I designed a system where incoming customer information automatically routes the case back to the case owner.
In-Case Communication: I designed a structured follow-up mechanism within the case management system. This allowed customers to receive digestible, automated prompts when further information was needed.
Real-time Transparency: If a customer asked for a status update, the system provided an accurate, automated response, preventing the need for an agent to intervene manually.
AUTOMATIONS
If we require further information from a customer such as forms or files to support their case, in our previous workflow we would reschedule tasks to give the customer the opportunity to respond.
Working with a copywriter, I designer automated chasing where we follow our standard SLA process reminding the customer we are waiting for them to complete something and that we cannot proceed without this information.
If the customer does not respond to use within our timeframe, we can automatically dismiss the customer case and provide a final response - no agent interaction was required. If the customer does respond, we create an action back into the queue for the specialist team to review.
THE RESULT
Efficiency: Reduced manual administrative tasks from 70 hours per month to near zero.
Capacity: Significantly dropped queue volumes by removing redundant manual workflows.
Speed: Customer resolution times improved from 5 days to 3 days.
Retro
After a few months had passed, we had a retro with our specialists to understand what is working well, whats not so well and feedback on improvements. This is often a recurring step in the work that I do as nothing is ever finished, with ongoing operational workflow changes and feedback from our CX team - its important to capture this and put time into making their workflows more efficient.
REFLECTION
The most effective design intervention wasn't a brand-new feature; it was recognising that we had built a robust case management system but hadn't optimised the human process surrounding it. This project taught me that "design" in operations is often about identifying where to remove friction rather than where to add new complexity. Moving forward, I aim to apply this "automated-first" mindset to other high-touch areas of our CX infrastructure.