Customer Experience Design · For marketing teams
Design the journey, not just the touchpoints.
Your customers don't experience channels - they experience one journey, and they judge the whole brand by its worst handoff. We research how people actually move through your experience, design the seams where it breaks, and leave you with a journey that's measurable end to end.
Every touchpoint, one experience.
What it is
One journey, designed on purpose.
Inside the organisation, every touchpoint has an owner: campaigns sit with marketing, the site with digital, the store with operations, the aftercare with service. The journey between them belongs to nobody - which is exactly where customers fall out.
Customer experience design puts the journey itself on the table. We ground it in research rather than workshop opinion, design the transitions where the experience currently breaks, and instrument the whole path so improvement stops being a matter of taste.
Research before redesign
We start with customers - interviews, behavioural data, support logs - so the journey map describes what happens, not what the org chart wishes happened.
The seams, not just the screens
The handoffs between channels and departments are where experience is won or lost. We design them explicitly instead of leaving them to chance.
Measurable by design
Every moment that matters gets a metric, so the journey has a scoreboard - and the next argument about priorities is settled with evidence.
Who it's for
For brands whose numbers stall despite good channels.
This is for teams where each touchpoint scores well in isolation and the total still underperforms - conversion that leaks between channels, satisfaction that dips at every handoff, loyalty that never quite compounds. When every department is hitting its own metric and the customer is still frustrated, the problem lives in the journey, not the touchpoints.
- Customers repeat themselves at every handoff, and you can hear it in the support calls.
- Each channel optimises its own metric, and the seams between them belong to nobody.
- The journey map on the wall is three years old, or was drawn in a workshop without a single customer in it.
- You know where people drop off, but not why - and redesigning screens hasn't moved it.
How it works
Listen, map, design, prove.
Listen
Research the real journey
Interviews, analytics, support logs and shop-alongs - evidence of how customers actually move, gathered before anyone opens a whiteboard.
Map
Find the moments that matter
The journey mapped end to end, with the drop-offs quantified and the emotional lows located - so effort goes where the experience actually breaks.
Design
Design the target journey
The future journey and the service blueprints behind it - what the customer feels, and what each team does to make that happen.
Prove
Pilot, measure, scale
The riskiest moments piloted first and measured against the baseline, so the case for the full rollout is made with numbers, not conviction.
What you get
A journey your whole organisation can act on.
A journey atlas
The end-to-end experience mapped from evidence - stages, moments, emotions and drop-offs - as the shared reference every team designs against.
A living research library
The interviews, data and insight behind every decision, organised so the next question starts from knowledge instead of zero.
Service blueprints
For each redesigned moment: what the customer experiences, and what people, systems and content deliver it - front stage and back.
A CX scoreboard
Metrics attached to the moments that matter, so the journey's health is a dashboard - not an annual survey surprise.
The case for the journey
Experience is the product people are buying.
Price and product get matched; the journey is the differentiator competitors can't copy from a screenshot. Every seam you design on purpose is friction your competitors still have - and every moment you can measure is one you can defend in the next budget conversation. Journeys reward the brands that design them deliberately.
Source: PwC, Experience is Everything
Proof
Journeys we've redesigned.
Experience work across student housing, financial services and mixed-use property - whole journeys, including the seams where they were breaking.
Growthpoint
Scattered student data, one connected view
Helping Thrive define, document and execute on the moments that matter in the student lifecycle - purpose-built CX and martech automations on a HubSpot foundation.
Ninety One
One asset manager, three workstreams
An adviser-matching tool, a UX retainer that makes complex fund products navigable, and a Power BI dashboard that finally tells one story - three workstreams, one partner.
V&A Waterfront
Tenant value, made measurable
Tenant value reframed from lease economics into a measurable relationship - then the model and the live system built to score it, grow it and act on it.
In their words
“Touchfoundry's expertise in design and user behaviour was instrumental in transforming our approach and driving measurable improvements - appreciated internally and most importantly with our clients. I highly recommend them for their exceptional ability to deliver best in class results that exceed expectations.”
Ayo Adigun
Product Owner at Ninety One
Common questions
Asked before almost every engagement.
UX usually lives inside one product. Customer experience design covers the whole journey across channels and departments - the seams between the website, the store, the call centre - which is exactly where experience tends to break, because those seams usually belong to nobody.
Journey leaking somewhere?
Let's walk it as a customer.
Pick the journey that matters most - acquisition, onboarding, renewal - and we'll walk it end to end the way a customer does. You'll get an honest read on where it breaks, and what we'd fix first.