The problem
A home care agency experiences Home Care Pulse as one company. Internally, we were several teams, each holding one piece of the relationship. Sales knew the discovery conversations. Implementation knew the setup. Customer success knew the day-to-day. And renewals came in at the end, often without the full story.
Every handoff was a chance for context to get lost, and when it did, the customer was the one stuck explaining themselves all over again.
My role
I led the mapping work and designed the final map. It was one of three customer journey maps I built, one for each of our products.
What I built
The map follows a customer through seven stages, from the first conversation to the renewal decision:
- Discovery
- Nurturing
- Implementation
- Onboarding and education
- Review business health
- Added value
- Agreement renewal
Highlighted: the stage where customer feelings dipped hardest.
For each stage, the map shows the customer's side and ours:
- How customers felt, plotted from positive to negative, so the low points were impossible to miss.
- Touchpoints, meaning every email, call, training, and report the customer actually encountered at that stage.
- Opportunities where we could do better, written as specific fixes rather than wishes.
- Key metrics for each stage, so success was measurable instead of a vibe.
The feelings row did the most work. Seeing customers dip right after implementation, when they were still figuring out how to use the products, made the problem something everyone could see and get behind.
The result
The map became a shared reference for how a customer relationship should go, and handoffs between teams improved because everyone could see what came before and after their piece.