BACK
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
Adobe AEM, Funnelback, Sitecore, Storybook
Timeline
2025-current
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 turned the website into a clearer, more scalable digital service experience, matching longer term business ambitions, bringing stronger self-service pathways, a scalable multi-brand design system, better alignment between teams and an on-going CI/CD development pipeline.
Key outcomes
20% increase in mobile traffic
Consistent 90+ CSAT score
Native support for 55 languages
700 fewer vehicle registration check calls each week
10% reduction in general support enquiries
~40 seconds less average handling time for support enquiries
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 strong foundation for future optimisation across the web channel.
01
Website redesign
The VicRoads website supports around 7 million visits each week across public, transactional and authenticated services, including registration, licensing, payments, support and account-based experiences.
The redesign focused on making these services easier to find, understand and use, while creating a more consistent experience across unauthenticated and authenticated journeys.
This was not a single 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, technology and decisions behind it.
The work helped move the website from a large collection of siloed pages, forms and service 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.
02
Parallel initiatives
The website redesign was the primary goal, but the work also created an opportunity to improve how the web channel was designed, governed and delivered.
Alongside the redesigned website experience, a set of parallel initiatives helped lift the baseline for all teams working across the website and adjacent channels, including app, telephony and physical service centres.
These initiatives included:
Web channel strategy
Defining the role of the website as a digital service channel and helping teams make clearer decisions about priorities, service journeys and future investment.
Research-led service improvement
Understanding how people find, interpret and complete important VicRoads services online, and using those insights to focus the work on real customer problems.
Forms framework
Creating clearer patterns for building and operationalising task-focused forms across customer services.
Design systems re-design
Design systems redesign
Bringing patterns, components and interaction rules into a more consistent shared system across VicRoads and adjacent digital products.
Accessibility and inclusion strategy
Helping teams make more consistent inclusive design decisions across content, components, forms and delivery.
Content strategy toolkit
Creating guidance for how service content should be structured, written, reviewed and maintained.
AEM platform migration
Connecting design decisions to AEM templates, components, content structures and CMS delivery.
Together, these initiatives framed the work as more than a page redesign. They helped build a more complete digital service model for VicRoads.
03
Strategic redesign
The strategic redesign focused on understanding what customers needed to do, where they were getting stuck and how teams could make better decisions across a complex website.
Process
The work looked 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.
Rather than treating the redesign as a visual refresh, we used research, journey mapping, service analysis and delivery constraints to shape a clearer model for the website. This helped connect customer needs with business priorities, technical realities and the future direction of the web channel.
Result
The redesign shifted the website from a large collection of pages, forms and service entry points toward a more coherent 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 redesign was supported by a set of 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 delivery, 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.
Parallel Initiatives
Research-led service improvement
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 engaged with customers across multiple research pieces to understand how they 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.
Parallel Initiatives
Forms Framework
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 how long it would take.
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.
Parallel Initiatives
Design System re-design
Design System redesign
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.
Parallel Initiatives
Accessibility and inclusion strategy
Accessibility needed to be easier for teams to apply throughout design and delivery, rather than treated as a late-stage review activity.
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.
Parallel Initiatives
Content strategy toolkit
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.
Parallel Initiatives
AEM platform migration
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
A large part of the work was helping different teams move in the same direction.
The redesign needed a shared narrative that made the work understandable beyond the design team. It needed to help people see why the website mattered, where the customer problems were and how strategy, research, design systems, content, accessibility and platform migration all connected.
To do this, I partnered across product, content, experience design, development, app and stakeholder groups to make the work clear, useful and deliverable.
Product
Connected customer needs, design decisions and roadmap priorities so the work could support both immediate delivery and longer-term web channel goals.
Content
Improved structure, labels, support paths and page clarity, while co-creating content guidance that helped reduce review cycles and improve consistency across service content.
Experience design
Connected website moments to broader customer journeys, helping the team look beyond individual pages and design for the full service experience.
Development
Worked through feasibility, component behaviour, platform constraints and handover detail so design decisions could translate into delivery.
App team
Supported stronger cohesion between web and app experiences, particularly where users moved across public, authenticated and cross-channel service journeys.
Stakeholders
Built trust through research playback, clear rationale and practical trade-offs, helping stakeholders understand what was changing, why it mattered and how decisions were being made.
The goal was to make design decisions easier to understand and easier to act on.
06
Results
The redesign helped move the VicRoads website from a large collection of pages, forms and service entry points toward a clearer, more scalable digital service experience.
More importantly, it helped customers complete more tasks online with less effort, while reducing pressure on support channels. Since launch, the work has contributed to:
20% increase in mobile traffic
Consistent 90+ CSAT score
Native support for 55 languages
700 fewer vehicle registration check calls each week
10% reduction in general support enquiries
~40 seconds less average handling time for support enquiries
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
Adobe AEM, Funnelback, Sitecore, Storybook
Timeline
2025-current
02
Parallel initiatives
01
Website redesign
The VicRoads website supports around 7 million visits each week across public, transactional and authenticated services, including registration, licensing, payments, support and account-based experiences.
The redesign focused on making these services easier to find, understand and use, while creating a more consistent experience across unauthenticated and authenticated journeys.
This was not a single 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, technology and decisions behind it.
The work helped move the website from a large collection of siloed pages, forms and service 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.
The website redesign was the primary goal, but the work also created an opportunity to improve how the web channel was designed, governed and delivered.
Alongside the redesigned website experience, a set of parallel initiatives helped lift the baseline for all teams working across the website and adjacent channels, including app, telephony and physical service centres.
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
Defining the role of the website as a digital service channel and helping teams make clearer decisions about priorities, service journeys and future investment.
Research-led service improvement
Understanding how people find, interpret and complete important VicRoads services online, and using those insights to focus the work on real customer problems.
Forms framework
Creating clearer patterns for building and operationalising task-focused forms across customer services.
Design systems redesign
Bringing patterns, components and interaction rules into a more consistent shared system across VicRoads and adjacent digital products.
Accessibility and inclusion strategy
Helping teams make more consistent inclusive design decisions across content, components, forms and delivery.
Content strategy toolkit
Creating guidance for how service content should be structured, written, reviewed and maintained.
AEM platform migration
Connecting design decisions to AEM templates, components, content structures and CMS delivery.
Together, these initiatives framed the work as more than a page redesign. They helped build a more complete digital service model for VicRoads.
A large part of the work was helping different teams move in the same direction.
The redesign needed a shared narrative that made the work understandable beyond the design team. It needed to help people see why the website mattered, where the customer problems were and how strategy, research, design systems, content, accessibility and platform migration all connected.
To do this, I partnered across product, content, experience design, development, app and stakeholder groups to make the work clear, 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
The strategic redesign focused on understanding what customers needed to do, where they were getting stuck and how teams could make better decisions across a complex website.
Process
The work looked 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.
Rather than treating the redesign as a visual refresh, we used research, journey mapping, service analysis and delivery constraints to shape a clearer model for the website. This helped connect customer needs with business priorities, technical realities and the future direction of the web channel.
Result
The redesign shifted the website from a large collection of pages, forms and service entry points toward a more coherent digital service experience.
4
Ecosystem building
The redesign was supported by a set of 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 delivery, 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 engaged with customers across multiple research pieces to understand how they 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 how long it would take.
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 redesign
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 strategy
Parallel Initiatives
Accessibility needed to be easier for teams to apply throughout design and delivery, rather than treated as a late-stage review activity.
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
Connected customer needs, design decisions and roadmap priorities so the work could support both immediate delivery and longer-term web channel goals.
Content
Improved structure, labels, support paths and page clarity, while co-creating content guidance that helped reduce review cycles and improve consistency across service content.
Experience design
Connected website moments to broader customer journeys, helping the team look beyond individual pages and design for the full service experience.
Development
Worked through feasibility, component behaviour, platform constraints and handover detail so design decisions could translate into delivery.
App team
Supported stronger cohesion between web and app experiences, particularly where users moved across public, authenticated and cross-channel service journeys.
Stakeholders
Built trust through research playback, clear rationale and practical trade-offs, helping stakeholders understand what was changing, why it mattered and how decisions were being made.
The goal was to make design decisions easier to understand and easier to act on.
06
Results
The redesign helped move the VicRoads website from a large collection of pages, forms and service entry points toward a clearer, more scalable digital service experience.
More importantly, it helped customers complete more tasks online with less effort, while reducing pressure on support channels. Since launch, the work has contributed to:
The redesign helped move the VicRoads website from a large collection of pages, forms and service entry points toward a clearer, more scalable digital service experience.
More importantly, it helped customers complete more tasks online with less effort, while reducing pressure on support channels. Since launch, the work has contributed to:
20% increase in mobile traffic
Consistent 90+ CSAT score
Native support for 55 languages
700 fewer vehicle registration check calls each week
10% reduction in general support enquiries
~40 seconds less average handling time for support enquiries
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 strong foundation for future optimisation across the web channel.
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 turned the website into a clearer, more scalable digital service experience, matching longer term business ambitions, bringing stronger self-service pathways, a scalable multi-brand design system, better alignment between teams and an on-going CI/CD development pipeline.
Key outcomes
20% increase in mobile traffic
Consistent 90+ CSAT score
Native support for 55 languages
700 fewer vehicle registration check calls each week
10% reduction in general support enquiries
Around 40 seconds less average handling time for support enquiries