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Venafi Touchpoint Mapping

My Roles and Involvement

User Experience Manager, Project Initiator/Owner

Key Collaborators

Director of Product Management, Director of Professional Services, VP of Marketing, Sr. Customer Support Manager, Sr. Sales Engineer

Venafi needed a touchpoint map of their customers interactions with the company. As I was their first ever UX, product, or service designer, getting this map started was a prime opportunity for me to dig into the current business experience and get the highest level view of what the user and customer presently saw, and we what would like them to see.


To document and unify the understanding of the current user touchpoints. To unify them in a cohesive journey map for ongoing analysis and iteration between UX, product, and the rest of the company departmental stakeholders.

The primary purpose of having this touchpoint map was for it to serve as the stepping off point for the burgeoning UX focus at Venafi and a place to begin gathering potential persona candidates. The touchpoint map  also serves as the guide for where to act first, the low points, and where to learn from success, the high points.

Project Challenges

Venafi had a wide array of disparate departments that all were high touch with customers, but no comprehensible understanding of what happened at any touchpoint but their own. To complicate things, due to the nature of large scale enterprise software sales and deployment, the handoffs could span weeks, leaving each silo unaware of what was happening before or after their individual touchpoint.


Customer journey mapping

Primary Problems

  • There was no documentation or organization of the Venafi customer touchpoints
  • Stakeholders were dispersed and silod organizationally and geographically
  • Internal knowledge of what happened at each touchpoint was minimal
  • No consistency across company with what the customer saw and expected
  • No consistent process for maintaining the user status or presence throughout journey


Right away, I met with stakeholders from the logical silos of information and constructed the existing topography of the touchpoint map. Our method was to get everything visualized first on a rough sticky note board, and then into an omnigraffle document where we could slowly organize and align the various messy touch points into series of user paths, divergent and convergent. There was no linear path, rather it was a series of nodes with various spurs off of them that could connect to other nodes.


Touchpoint overview and customer flow paths

Documenting current touchpoints, organizing internal stakeholder interviews, creating new touchpoint map and documentation premise, evangelizing and socializing touchpoint map idea and knowledge.


The touchpoint map was a big success throughout Venafi. It allowed for all the parties to meet together on a shared understanding of what users experienced as they interacted with the company. It created inroads between silos, and opened everyone’s mind up to the idea of UX and being a user-centered business.

For the UX and product development efforts, the touchpoint analysis and map was our key guide when making decisions on what to tackle next, and which stakeholder to contact when problems were found.

It also served as the basis and external structure for us to start persona research. We had made relationships internally between the departments and the new UX presence within the company throughout the process, and now UX had  mindful allies on all sides.

My Learnings

Building this touchpoint map at Venafi was a goldmine. It let me start the UX initiative on the right foot, having all the stakeholders in agreement of the current state of the customer journey, and what we’d like it to be.

As the company evolved and expanded, our personas helped guide us through the UX product design process, but also kept us grounded in the touchpoint map and how it evolved. The map initially served as a source of new information, and then continued to serve as a literal map for where UX could go to find more missing data, or to bring new findings to the touchpoints in need.