myEntergy — Entergy
Taking over a stalled Salesforce program and getting it back on track: I mapped every customer and agent flow and set up a sign-off pipeline from wireframe to code. The design system I built is still in use years later, through a full rebrand.
We started by creating and getting sign-off on a Style Guide & UI Framework to use throughout the entire project. This style guide helped me expedite my designs to the point that I never missed a deadline.
ROLE:
Lead UX/UI Designer · sole wireframe designer
TEAM:
Managed 2 UI front-end developers
CLIENT:
Entergy · Power & utilities
TIMELINE:
TOOLS
Salesforce Experience Cloud, Service Cloud, Marketing Cloud · Axure RP Teams · Jira
The challenge: taking over a stalled project
Entergy was replacing a legacy system with Salesforce to give customers and service agents one connected experience. The first vendor kept missing deadlines. Its outside design firm had no Salesforce experience, so the wireframes it produced didn’t fit how the platform actually works.
TCS won the project mid-flight. The client kept the timeline, so there was no room to restart discovery. I had to:
• Revise the existing wireframes to follow Salesforce best practices
• Design every remaining screen for both customers and agents
• Get two developers building in the Salesforce sandbox without waiting on design
• Keep a program spanning many departments and three years consistent
Process mapping: one map of every flow
Before designing screens, I mapped every flow in the program: start, stop and move service, payments, outages, email notifications, and the agent-side journeys in Service Cloud.
The maps were meant for sign-off, but they became the team’s shared reference. Analysts, developers and Entergy stakeholders could each see where their piece fit in the whole system and what it connected to. They were among the most-complimented deliverables on the project.
A sign-off pipeline from wireframe to code
The first vendor stalled partly because design and build were out of sync. I proposed a single pipeline that every team followed, with a sign-off at each stage, and got agreement from TCS and Entergy stakeholders.
1. Inputs. Whiteboard photos and sketches from client workshops showed which features mattered most and where users expected them on screen. Business analysts’ Jira user stories added the detailed requirements.
2. Wireframes. I designed each screen in Axure RP to Salesforce best practices.
3. Review and sign-off. The business analysts checked each wireframe against its user story and signed off.
4. Build. My two UI developers built the approved screens in the Salesforce sandbox. I sometimes coded alongside them.
There was no time for separate low-fidelity rounds, so the sign-off at step 3 was the check that caught problems early. Nothing reached development without approval, which kept rework down and the program on schedule. I didn’t miss a deadline.
Designing for customers and agents
The same customer journey had two sides, so I designed both and kept them aligned.
Because customers and agents worked from the same flows, an agent could follow what the customer was seeing, and the move from the legacy system needed less retraining.
| Aspect | Customers — myEntergy (Experience Cloud) | Agents — Service Cloud |
|---|---|---|
| What they needed | Self-service for everyday account tasks | A fast view of the customer's account during a call |
| What I designed | Start, stop and move service · payments · outages · email notifications | Agent dashboards and the screens used while on the phone with customers |
The style guide and framework
I created a style guide and UI framework and got it signed off at the start of the program. It covered colors, typography and components, built on Salesforce Lightning Design System (SLDS) patterns.
Service Cloud has little room for custom styling, so the guide focused on Experience Cloud, where customers see the brand. Agreeing on it up front meant later decisions were already made, which let the developers and me move quickly for three years.
Outcome
• About 60% less training time. After launch, an Entergy project leader told me agent training time had dropped by about 60% compared with the legacy system.
• Back on schedule. A project that had stalled under the previous vendor met every design deadline after TCS took over.
• Still running at scale. myEntergy serves Entergy’s more than 3 million customers in Arkansas, Louisiana, Mississippi and Texas (Entergy, Q1 2026 results). Entergy has since rebranded, with new logos and some updated elements, but most of the framework and design system library I built is still in place.
Reflection
Taking over a troubled project taught me that the fix is usually structure, not more screens. The process maps and the sign-off pipeline weren’t glamorous, but they turned a stalled program into one that delivered on time.
If I did it again, I’d push for at least a few quick usability sessions with real customers and agents alongside the analyst reviews, even on a tight timeline. The sign-offs confirmed we built what was asked for; testing would have confirmed it worked for the people using it.