FedEx recipient experience
Bringing customer evidence into product decisions for a global delivery experience
I worked on the FedEx mobile experience used by millions of recipients across the US and 41 other countries.
The organisation was highly effective at delivering new functionality quickly, but product decisions didn’t always consider how individual changes affected the overall recipient experience.
Working across teams in Amsterdam, Memphis and Dallas, I helped bring customer evidence into those decisions and make product quality a more visible part of the conversation alongside delivery speed.
My contribution
Product quality
I took ownership of improving the Track & Trace and FedEx Delivery Manager experiences, identifying where accumulated usability issues were affecting the overall recipient journey.
Cross-team collaboration
I worked across teams in Amsterdam, Memphis and Dallas to reconcile customer needs with complex business rules, backend constraints and different organisational priorities.
Evidence-based decision making
I introduced usability testing as evidence in product discussions, helping Product and senior stakeholders evaluate proposed improvements through customer behaviour rather than internal opinion alone.
Design direction
I translated the findings into improvements that increased usability while deliberately limiting unnecessary backend changes, taking the work from analysis and concepts through validation and implementation.
The challenge
Making product quality part of the conversation
When I started working with the US teams, I saw an organisation highly focused on delivering new functionality quickly. What was missing was a consistent way to evaluate how individual changes affected the quality of the recipient experience as a whole.
Recurring usability issues and negative App Store and Google Play reviews suggested that this accumulated product debt was becoming visible to customers.
The challenge wasn’t simply to improve individual screens. I wanted to make the impact of product quality visible enough that it could become part of how the organisation made product decisions.
Some of the main screens of the recipient experience.
Making the quality problem visible
I started with a heuristic evaluation of the core recipient journeys to identify where the experience was creating unnecessary friction.
I combined this with input from stakeholders, brand requirements and the complex business rules behind the service. This helped me distinguish between problems that genuinely required changes to underlying systems and usability problems we could address through the interface.
Rather than proposing a large redesign, I developed improvements that addressed the most important usability issues while deliberately keeping technical scope and implementation cost low.
I used these proposals to make both the quality problems and the potential improvements tangible to Product and stakeholders.
Working within business and technical constraints
FedEx’s recipient experience sits on top of complex logistics systems and business rules. Improving the customer experience couldn’t simply ignore those constraints.
I worked with teams in Memphis and Dallas to understand what the systems needed to support and where we had room to simplify the experience without changing the underlying logic.
This changed the design conversation from asking what the ideal interface might look like to identifying where we could make the experience significantly clearer within the constraints we actually had.
It allowed us to address meaningful usability problems without turning every improvement into a large technical programme.
Using customer evidence to resolve the debate
As the proposals gained visibility, the organisation became divided over whether improving the existing experience justified the additional effort.
Rather than continuing that discussion through presentations and internal opinion, I proposed putting the question in front of customers.
I created interactive prototypes comparing the existing journeys with the proposed direction and organised usability sessions around realistic recipient tasks.
Raising the product quality baseline
The work extended beyond the individual recipient journeys.
I established product design quality standards for the mobile experience and worked with other designers and external agencies to translate the FedEx brand into a more consistent mobile design system.
This created a stronger shared foundation for future work rather than addressing the same interface and consistency problems independently as new functionality was introduced.
Outcome
Making customer experience part of product decisions
The most important outcome of my time at FedEx was a change in how product quality was discussed and evaluated.
By bringing usability evidence into conversations with Product and senior leadership, I helped move the discussion beyond delivery speed alone and establish customer experience as another factor in product decisions.
The resulting improvements addressed usability issues in the recipient experience while respecting the business rules and technical constraints of a global logistics platform.
Just as importantly, usability testing gave the organisation a way to resolve disagreements through customer evidence rather than relying solely on internal assumptions about what constituted sufficient product quality.
Case studies
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