An internal Customer Experience Platform that brings orders, returns, projects, and escalations into a single connected view, so any team at Bosch can step into a customer conversation with the full picture. Designed end to end as a concept, from journey mapping with the business team through to the final interface.
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Bosch's customer interactions are naturally complex. Sales, quality, engineering, logistics, and finance all touch the same accounts, but they don't see the same picture.
Different teams worked in different systems. Even the people serving the same account were looking at different versions of it.
Communications were hard to track once they moved across functions. Important context disappeared in the handover.
Without shared visibility, escalations often reached the wrong point of contact, costing time and trust.
Lower satisfaction. Missed opportunities. Slower response times. All tracing back to the same root: nobody had the full picture in one place.
Mapping the existing journey with the Business Development team, one moment kept coming up: even senior leaders struggled to grasp a customer's context when the account manager wasn't around. That observation became the question every screen had to answer.
Two parallel tracks shaped the early thinking: understanding real workflows, and planning the product across more than one phase.
I worked alongside Business Development to map the existing customer journey end to end, walking through real account scenarios, not abstract user flows.
The most useful sessions weren't about what data the system needed to show. They were about which signals actually influenced decisions in a live conversation.
Phase 1 focused on internal Bosch users, the teams who felt the information gaps most directly. Phase 2 was scoped to extend the same experience outward to customers themselves.
That meant the design had to be flexible enough to face both directions without being rebuilt for either.
Bring orders, returns, projects, escalations, and interactions into one place for sales, quality, engineering, logistics, and finance.
Open a connected view back to the customer side, building on the same foundations established in Phase 1.
Each one came back to the 30-second rule: surface what matters, hide what doesn't, never make someone hunt for context.
The dashboard surfaces milestone progress, fulfilment, returns, and collaboration insights at a glance, while flagging which customers need attention right now, so users land on signal, not a menu.
Selecting an account opens a tabbed view where metrics, returns, projects, orders, opportunities, payments, and support details all live in one connected place, organised, not crowded.
For orders and returns, the timeline doesn't just show stages. It highlights delays, explains why they happened, and surfaces who's responsible. The context comes with the status.
For the customer detail view, I explored both a structured tab-based metric layout and a card-driven visual one, testing how the experience scales as accounts get larger and information gets denser.
Most return and order timelines only tell you where something is. CXP's timeline tells you whether the journey is on track, where it's stuck, and who can move it forward, all without leaving the screen.
The over-SLA stage gets a colour change, a clear time-vs-target read-out, and a specific action, not a generic warning.
Every stage shows who owns it. When something stalls, the next action, "Follow up with Divyansh", is one click, not a search.
Each stage carries its own short description so users understand why it exists, not just that it happened.
"Before moving into design, I spent time with stakeholders across sales, quality, and operations, not just to understand what data needed to be shown, but to find out which metrics actually influenced decisions. That distinction shaped everything from the dashboard down to individual customer profiles, and it kept the experience grounded in real workflows rather than guesswork."
CXP is concept-stage today. What it represents, and the shift it sets up, matters more than any single screen.
The most important thing the design did was reframe customer experience as a layer the whole organisation contributes to, rather than something held by a single account manager. Anyone, whether they regularly manage an account or not, should be able to step into a conversation with confidence in under a minute.
The rollout begins with the internal teams that experience the information gaps most directly, then expands outward. The foundations were built so Phase 2 doesn't require starting over.
Anyone at Bosch, regardless of how often they touch an account.
Different functions can access, trust, and contribute together.
The same architecture extends outward to customers themselves.
Some screens and workflows aren't public due to confidentiality. Happy to share the full set in conversation.