Global Navigation Redesign

The short version

I owned the experience requirements for a redesign of the global navigation for existing customers on Xfinity.com. I worked alongside our VP of Digital Experience, our Unassisted Experience Insights and Digital Experimentation leads, and our Creative Director of Experience Design. Requirements kicked off in spring 2025, customer testing ran through May and June, and the new nav launched in December 2025.

What was broken

Even if you were already a customer, Xfinity.com felt like it was designed to sell you more. But when existing customers come to the site, they want to get something done. Pay a bill. Fix their internet. Figure something out. The old nav treated those tasks like an afterthought. Upgrade offers got the spotlight, and the things people actually came to do were harder to find than they should have been.

The tricky part

This was a highly visible project. The global nav is how millions of existing customers get around Xfinity.com, so there were a lot of eyes on it. We had to be buttoned up on our story at every step.

Putting service tasks first also meant pulling a lot of merchandising placements out of the nav. Those placements mattered a lot to our merchandising partners, which made for some tough conversations.

My part

I defined what the new nav would link to and where each link would take customers. Our insights and experimentation teams ran the customer testing, design brought the concepts to life, and our VP sponsored the effort and set the direction.

Getting everyone on board

We tested several versions of the nav with customers to see what they were actually coming to the site to do. The results confirmed what we suspected: customers wanted to pay their bill, troubleshoot their service, manage their plan, or move their service to a new address. But what stood out was just how hard we’d been making it for people to get where they were trying to go.

This testing gave everyone a shared, customer-backed starting point instead of a debate over opinions.

It was still a hard sell for merchandising, and understandably so. We committed to following the evidence and spent the months between testing and launch collaborating to find new, logical homes for upsell opportunities.

What we shipped

A task-focused navigation built around what customers came to do: manage your plan, pay your bill, troubleshoot, and move. Merchandising moved out of the top-level nav and into Manage Plan, where customers who are ready to upgrade can still find it, in context.

How it turned out

Customers felt significantly more confident completing tasks on the site, and those tasks took far fewer steps than before.

What I’d do differently

A few destinations never got a great new home. Checking your data usage got a little harder to find, and upgrading your plan took an extra click or two. Next time, I’d bring the merchandising team in earlier and plan where everything would live as part of the original requirements and testing. We sorted most of it out, but it took months after testing, and that could have been part of the work from day one.