AT&T: Acquisition and Conversion Optimization
Role: Creative Director / Senior Product Designer
Infinity Sales Group (ISG)
Rebuilt a fragmented acquisition and ordering system to improve conversion across a high-volume revenue channel
23%
increase in conversion
Overview
Improved AT&T’s digital acquisition system across both the front-end funnel and checkout, reducing friction at key decision points and increasing overall performance.
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Identified breakdowns across the journey from plan exploration to order completion
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Restructured the experience to improve clarity, flow, and decision-making
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Contributed to improvements in the SARA Plus ordering system used across retail partners
Context
AT&T’s business was heavily driven by wireless, while its internet offering remained secondary within a broader “Entertainment” category. Infinity Sales Group (ISG) operated as both a retailer and consulting partner, focused on improving digital performance and increasing internet subscriptions.
At the same time, all retail partners relied on a shared third-party ordering system, SARA Plus, to complete transactions. This was not a single product problem. It was a system-level opportunity across acquisition, decision-making, and checkout.
The Problem
The journey broke down at multiple critical points.
Misaligned Positioning
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Internet was not clearly positioned as a primary offering
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Messaging leaned heavily toward bundled entertainment
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Users lacked clear guidance when comparing services
Fragmented Funnel
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Inconsistent structure across pages
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Weak hierarchy and unclear decision pathways
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Drop-offs during key evaluation stages
High-Friction Checkout
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Poor usability in the SARA Plus ordering system
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Inconsistent features and reliability issues
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Friction at the most critical conversion stage
The result: Users entered the funnel, but many failed to complete the purchase.
Insight
The issue was not demand. It was friction.
Users were interested, but:
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Decision-making felt unclear
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The journey lacked structure and guidance
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Checkout introduced barriers at the worst possible moment
At the same time, demand for home internet was increasing, but the system was not optimized to capture it efficiently.
Approach
Focused on improving flow and reducing friction across the full acquisition system.
Restructuring the Funnel
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Reframed how internet services were presented
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Improved hierarchy and page structure
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Simplified navigation from exploration to action
Improving Decision-Making
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Refined plan comparison and selection flows
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Strengthened value communication at key moments
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Reduced unnecessary complexity
Optimizing Checkout (SARA Plus)
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Redesigned ISG’s implementation of the API-driven checkout
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Improved workflows and reduced friction during purchase
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Influenced improvements used across multiple AT&T retail partners
These changes extended beyond a single platform and improved performance across the broader ecosystem.
Outcome
+23%
conversion lift
+35%
increase in engagement
+40%
improvement in performance metrics
+34%
increase in customer satisfaction
Outcome
+23%
conversion lift
+35%
increase in engagement
+40%
improvement in performance metrics
+34%
increase in customer satisfaction
Business Impact
These improvements aligned with a major shift in demand.
As COVID accelerated the need for home internet:
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Consumers upgraded or switched providers at scale
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The improved system captured that demand more effectively
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Subscription growth and revenue increased significantly
Key Takeaway
This was not a surface-level redesign. It was a system-level optimization effort.
By restructuring the journey around how users evaluate and decide:
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Friction was reduced across the funnel
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Conversion improved at scale
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The system became more effective at turning demand into revenue
Aligning product, marketing, and checkout transformed a fragmented journey into a high-performing acquisition system.