Wyndham Voyager

Four systems. Zero harmony.

Club Wyndham’s contact centers ran on four disconnected legacy applications — including command-line interfaces still in active use in 2015. Agents memorized codes, jumped between windows, and built personal Excel macros just to complete a single booking. Training took five weeks. Service suffered because the tools demanded more attention than the owners agents were meant to serve.

As Experience Design Director, I led the full redesign of Wyndham’s service operation — consolidating four broken systems into two purpose-built platforms: TRIP for agents, CUI for owners.

Role

Experience Design Director
Focus

Product strategy
UX architecture
Enterprise Ops platform
Duration

4-years (5 1/2 year client engagement)

An image of the Wyndham Voyager TRIP login screen

Outcomes

+41,500 bookings

-1wk training time

-10% faster calls

More Detail

Project Gallery

Breaking the System Apart

Agents were the system. Owners felt it.

Four unconnected legacy tools meant counselors weren’t just taking calls — they were manually stitching together data, managing booking rules from memory, and improvising workarounds that no two agents ran the same way. New hires spent five weeks learning command lines before they could work independently.

On the owner side, the self-service front door enabled bookings with only one group of resorts (out of Wyndham’s four). Owners who wanted to manage their vacation ownership were handcuffed to the call center, which greatly increased call wait times.

This fragmentation was the foundation of Wyndham’s service problem. But it was a problem that could be solved with UX process.

What I Led

Mapping the Hidden System

Before redesigning anything, we deconstructed everything. We shadowed agents across six service teams, listened to recorded calls, and cataloged every function inside the four legacy apps — from point audits to VIP ARP booking rules. The result was a unified functional map and interactive architecture covering 30+ workflows across booking, payments, ownership, and history.

For the first time, Wyndham’s entire service operation lived in a single coherent framework.

Wyndham Voyager TRIP Information Architecture

A collection of UX outputs: (top left) unified information architecture, (bottom left) the list of 30 user flows covering all TRIP and CUI capabilities, (right half) a series of user flows of those capabilities and tasks.

“I don’t even know how you even attempted this and succeeded! We’ve tried for years to do what you’ve done in the span of weeks.”

SANDY H., VP CUSTOMER SERVICE AND WVO TEAM LEAD

What I led

TRIP: Rebuilding the Agent Experience

With the architecture established, we rebuilt the agent experience around one goal: let counselors focus on owners, not interfaces. Persistent context panes kept owner data visible at every step. Pre-loaded operational logic prevented booking rule violations before they happened. Predictive surfacing brought calculators, brochure content, and admin tools into reach without hunting. Consolidated screens cut navigation overhead and the mental load agents carried into every call.

What I led

CUI: Giving Owners
a Front Door

While TRIP addressed how agents worked, CUI addressed why so many owner interactions required an agent at all. We designed a self-service ownership platform that let Wyndham members view and manage their ownership, explore resorts, and book travel — without picking up the phone. The +41,500 booking increase in CUI’s first six months reflected owners doing independently what previously required a counselor.

What I led

Delivering an Operations Ecosystem

Both platforms were built through a hybrid agile-waterfall model. We flew to Orlando twice — sometimes three times — a month for working sessions. Day one: UX workshops and stakeholder approvals. Day two: polished creative, iterated overnight. Across both platforms, we delivered 18 TRIP work packages, 17 CUI work packages, and 6 user testing efforts, collaborating across operations, IT, marketing, and customer service.