EE
BT
Lead Service Designer
Enterprise
As lead service designer, I defined the end-to-end experience for the launch of Mcafee Inclusive Extra, a new cybersecurity proposition within EE’s portfolio for business customers.
TL;DR
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- Defined the end-to-end experience for a new cybersecurity proposition within EE’s Inclusive Extras portfolio. Ensuring the service could launch smoothly across multiple channels.
- Facilitated multi-squad mapping workshops to align Propositions, Operations, and Business Analysis around the full customer and agent journey (Learn → Buy → Get → Use → Pay → Support).
- Created detailed journey maps, scenario map, and activation flows connecting customer actions with system triggers and ownership boundaries.
- Produced a service blueprint clarifying dependencies between EE and McAfee systems, later used to de-risk delivery and inform BA handover.
Adapting the Brief: Designing an End-to-End Service01
The initial brief was to support the launch of a new McAfee proposition for business customers (offering device protection) as part of an EE mobile plan.
Early discovery revealed multiple complexities
- Activation and renewal processes spanned two brands (EE and McAfee) and multiple systems.
- Customers could activate via SMS, myEE (App) or retail, each with different dependancies.
- A mandatory 15-day cooling-off window created service delays and communication risks.
- Customer support teams required clarity on support ownership across 1st, 2nd, and 3rd line levels.
I reframed the work around a single hypothesis:
“How might we create a seamless, multi-channel cybersecurity service that customers can trust and teams can deliver consistently”
Understanding the proportion and service landscape02
To design holistically, I analysed:
Operational dependancies between EE systems and McAfee activation portal.
Business rules around contract length, activation timing and SOC (plan) removal.
Existing Inclusive Extras patterns, such as Apple Music to identify scalable components.
This revealed significant service fragmentation, with no single artefact visualising how customer and systems interactions aligned. This gap became the foundation for my design approach.
Mapping the experience03
I facilitated a service-mapping workshop with propositions, sales enablement and product stakeholders to visualise the complete customer and agent experience.
We collectively mapped:
- Customer actions across Learn, Buy, Get, Use, Pay, Support.
- Agent process, escalation paths, and system triggers.
- Operational requirements, risks, and unknowns
Creating a service blueprint overview04
To consolidate understanding, I translated the workshop journey map into a high-level service blueprint outlining:
- Frontstage customer interactions and visible communications.
- Backstage system triggers, data transfers and team ownership.
- Key operational dependancies: McAfee API integration, SOC (plan) provisioning and renewal notification.
This artefact became a shared source of truth, enabling delivery to identify ownership gaps early and prioritise technical readiness.
Designing Service Scenarios05
Following the workshop, I developed a series of journey maps, user flows to detail specific service paths:
Activation flow (SMS + MyEE app): Defined how customers opt in post-contract and how data passes between EE and McAfee systems after the 15-day cooling period.
Renewal flow: Illustrated how event-based messages (EBMs) prompt users to continue via a paid model at contract end.
Early termination flow: Mapped deactivation logic for users leaving EE early.
Support flow: Clarified ownership between EE’s 1st/2nd line care and McAfee’s technical support.
Each scenario visualised moments of truth, service triggers, and risk call outs allowing BA’s and Solution architects to convert them into business requirements.
Delivery alignment06
Once artefacts were validated, I worked closely with the BA and sales enablement leads to translate findings into actionable delivery plans:
- Verified business rules around activation and renewal with legal and propositions.
- Supported BA in converting journey dependences into service level requirements.
- Collaborated with operations to ensure care and retail enablement readiness.
- Delivered a concise X summary callouts, highlights and lowlights.
What success looked like07
Although the project was handed over pre-launch KPI’s were measured through alignment and readiness rather than metrics.
- Created a shared service understanding across design, BA and enablement teams.
- Identified and resolved critical ownership gaps prior to build.
- Supported delivery confidence by clarifying backend dependences before development.