Case study
Modernising VicRoads complex digital service ecosystem
As design lead, I led the research and web experience design to help modernise VicRoads’ website, improve high-priority service journeys and create a more scalable foundation for self-service digital experiences.
Organisation
VicRoads
Role
Lead Product Designer
Lead UX Researcher
Scope
Web
App
Design system
CMS
Brand
Service journeys
Platform
Web
App
Adobe AEM
Sitecore
Timeline
2025-today
PROJECT SNAPSHOT
Transforming VicRoads Digital Services
Customers moved between content, forms, login and support without a consistent service model. I led research, web design direction, reusable patterns and cross-functional alignment.The work improved journey clarity, strengthened self-service and created a more scalable design foundation.
PROJECT
The strategic redesign and optimisation of the VicRoads website
A body of work focused on modernising the VicRoads website and improving how Victorians, partners and enterprise find, understand and build value in our services.
Organisation
VicRoads
Role
Lead Product Designer & Lead UX Researcher
Scope
Website redesign, service journeys, research, design systems, AEM migration
Channels
Web, app, telephony and physical service centres
Platforms
Public website, authenticated services, Adobe AEM
Timeline
2025-current
02
Parallel initiatives
01
Website redesign
The VicRoads website supports around 20 million interactions each week across public, transactional and authenticated services. The redesign focused on making these services clearer, easier to navigate and more consistent to maintain across registration, licensing, payments, support and account-based experiences.
This was not a single redesign project with a fixed start and end. It was a connected body of work that brought together research, service journeys, design systems, accessibility, content strategy and platform migration. The aim was to improve the visible customer experience while also strengthening the systems and decisions behind it.
The work helped move the website from a large collection of pages, forms and entry points toward a clearer digital service experience. It created stronger foundations for self-service, reusable patterns, cross-channel cohesion and more consistent decision-making across the teams responsible for improving the website over time.
While the VicRoads website redesign was the primary goal and a priority to unlock longer term success, it also encompassed a broader set of experience initiatives that would improve how the web channel was designed, governed and delivered alongside adjacent channels such as app, telephony and physical retail locations.
These initiatives included:
The website redesign sat alongside a broader set of initiatives to improve how the web channel was designed, governed and delivered.
This included a web channel 5-year strategy, design system unification and uplift, a forms framework, accessibility guidelines and toolkit, and content strategy and guidelines.
Together, these pieces helped move the work beyond a redesign of individual pages and toward a more coherent digital service model.
Website experience direction
Web channel strategy
Research-led service improvement
Forms framework
Design systems unification
Accessibility and inclusion toolkit
Content strategy toolkit
AEM platform migration
Together, these initiatives helped move the work beyond page redesign and toward a more coherent digital service model.
A large part of the work was helping different teams move in the same direction and building a shared narrative that became a vehicle to move everyone in the same direction
To accomplish this, I partnered with many teams across the business, including product, content, technology, service design, development and internal stakeholder groups to make the work understandable, useful and deliverable.
A large part of the work was helping different teams move in the same direction.
I worked across product, content, service design, app, development and stakeholder groups to make the work understandable, useful and deliverable.
Organisation
VicRoads
Role
Lead Product Designer
Lead UX Researcher
Scope
Web; App; Design Systems; CMS; Headless Web; Brand; Service Journeys
Platform
Web; App; Adobe AEM; Sitecore
Timeline
2025-current
03
Strategic redesign
VicRoads’ website supports a 20m interactions a week, as well as a large number of public, transactional and authenticated services across registration, licensing, payments, support and authenticated account experiences.
Process
The work focused on understanding what customers needed to do, where they were getting stuck, and how teams could make better decisions across the website.
That meant looking at what to prioritise, what to simplify, what to standardise and how to bring product, content, service design, app, development and stakeholder teams along with the work.
Result
The redesign helped shift the website from a large collection of pages, forms and service entry points toward a clearer digital service experience.
It created stronger foundations for self-service, reusable patterns, better cross-channel cohesion and more consistent decision-making across the teams responsible for improving the website.
4
Ecosystem building
The website redesign was supported by a set of parallel initiatives that helped turn individual improvements into a more connected digital ecosystem.
Each initiative addressed a different part of the system — strategy, research, forms, design patterns, accessibility, content, platform migration and implementation — but they worked toward the same goal: making the website clearer for customers and easier for teams to improve over time.
Together, they created the foundations for a more scalable web channel, where customer needs, service design, content, technology and delivery could work together more consistently.
Parallel Initiatives
Web channel strategy
Customers were moving between content, forms, login, support, app and authenticated services without a consistent service model. The web channel strategy helped frame the website as a digital service channel, not just a publishing platform.
Process
We looked across priority journeys, customer needs, service entry points and cross-channel touchpoints to understand how the website should better support people over time. The work involved mapping the current ecosystem, identifying where journeys felt fragmented and creating a clearer direction for future investment.
Result
The strategy gave teams a shared way to discuss priorities, service journeys and the future role of the website. It helped move conversations from individual page improvements toward broader service and channel decisions.
Research-led service improvement
Parallel Initiatives
Important service issues were not always visible from the interface alone. Customers could often start a task, but friction appeared deeper in the journey through unclear labels, weak support pathways, search expectations or confusing hand-offs between content and forms.
Process
We used research to understand how people find, interpret and complete key VicRoads services online. Findings were translated into insight summaries, journey pain points and prioritised opportunities that teams could use to make decisions.
Result
The research gave teams clearer evidence for where customers were getting stuck and why it mattered. It helped focus effort on the service problems that had the greatest impact on customer experience.
Forms Framework
Parallel Initiatives
Many forms were still shaped by legacy structures, inconsistent question patterns and business rules that were not always easy for customers to follow. The forms framework helped treat forms as service journeys, not just data collection.
Process
We looked for repeated patterns across customer services and reframed forms around eligibility, branching, progressive disclosure and task completion. The goal was to help people understand what applied to them, what they needed to do next and when they could stop.
Result
The framework created clearer, more consistent patterns for building and improving forms. It helped teams design service flows that were more focused, easier to follow and less dependent on one-off decisions.
Design System Re-design
Parallel Initiatives
The website had patterns, components and interaction rules that were not always applied consistently. This created extra effort for designers, uncertainty for developers and an uneven experience for customers.
Process
We worked from real delivery problems across pages, forms, alerts, errors, support moments and interaction states. Repeated decisions were turned into clearer patterns, components and guidance that teams could apply more consistently.
Result
The design system became a more practical tool for delivery, not just a component library. It helped reduce ambiguity, improve consistency and create a stronger shared foundation for future website work.
Accessibility and inclusion toolkit
Parallel Initiatives
Accessibility needed to be easier for teams to apply throughout design and delivery, rather than treated as a late-stage review activity. The toolkit helped make inclusive design decisions clearer and more consistent.
Process
We created guidance that supported accessibility across content, components, forms, validation, interaction states and design QA. The focus was on giving teams practical rules and checks they could use as part of everyday design work.
Result
The toolkit helped teams make more consistent inclusive design decisions across the website. It created a clearer bridge between accessibility standards, design practice and implementation.
Content strategy toolkit
Parallel Initiatives
The website relied on clear content to help people understand services, make decisions and complete tasks. Inconsistent structure, language and support information made some journeys harder than they needed to be.
Process
We created guidance for how service content should be structured, written and maintained. The work focused on plain language, page hierarchy, labels, support pathways and repeatable patterns for teams creating and reviewing content.
Result
The toolkit gave teams a clearer way to create and improve service content. It supported more consistent pages, stronger self-service pathways and reduced reliance on repeated content review.
AEM platform migration
Parallel Initiatives
The move from Sitecore to Adobe AEM was not just a technical migration. It changed how pages, templates, components, content and service experiences needed to be designed, governed and maintained.
Process
We connected design decisions to AEM templates, components, content structures and CMS delivery. The work involved designing with platform constraints in view and making sure patterns could be reused, maintained and implemented effectively.
Result
The migration became an opportunity to improve the website, not simply move old pages into a new CMS. It created stronger alignment between design, content, development and the platform model behind the public experience.
03
Building trust
Product
We connecting design decisions to templates, components, content structures and CMS delivery
Content
We improved structure, labels, support paths and page clarity, as well as co-created Content Guidelines Toolkit and framework to support design but to also reduce the content review process and increase cross-team efficiency in creating and driving user centric content.
Experience design
Connected website moments to broader customer journeys
Development
Worked through feasibility, component behaviour and handover detail
App team
Supported stronger cohesion between web and app experiences
Stakeholders
Built trust through research playback, clear rationale and practical trade-offs
The goal was to make design decisions easier to understand and easier to act on.
06
Results
The work helped move the VicRoads website from a collection of pages and forms toward a clearer digital service experience.
The VicRoads website had grown around a large number of services, content areas and user needs. Important tasks were spread across public pages, support content, forms, login pathways and authenticated services, which made the experience harder to navigate and harder for teams to improve consistently.
The redesign needed to do more than update the interface. It needed to make high-priority services easier to find, understand and complete, while creating a stronger foundation for future optimisation across web, app and platform delivery.
The redesign was not a single project with a neat beginning and end. It was a set of connected initiatives aimed at making the website clearer, more useful and easier to maintain over time.
The challenge was not only to redesign the website but helping teams make better decisions across a complex service ecosystem: what to prioritise, what to simplify, what to standardise and how to bring people along.
PROJECT SNAPSHOT
Redesigning the VicRoads Website
Led the strategic redesign and optimisation of the VicRoads website, guiding a team across research, service journeys, design systems, forms, accessibility, content strategy and AEM migration. The work move the website into a clearer, more scalable digital service experience, matching with longer term business ambitions, bringing stronger self-service pathways, more reusable patterns and better alignment between design, content, product and development teams.
Key outcomes
A clearer digital service channel
Stronger self-service foundations
Shared, consistent design system
Closer design-to-delivery alignment
A more scalable model for improvement