Walmart Auto Care Center Vision

We empower customers to confidently self-serve, reducing wait times.

Background

Walmart operates over 2,500 Auto Care Centers, servicing millions of vehicles annually and contributing significantly to $60 billion in automotive revenue. However, consumer surveys, VOC reports, and qualitative research revealed significant gaps in the customer experience. In Q3 2023, a cross-functional team (Business, Product, Design and Engineering) initiated a vision sprint workshop to align on opportunities and brainstorm ideas to reinvent the Auto Care Center service experience. The design team synthesized the workshop output into a 12–18 month vision to transform both the physical and digital service experiences. This effort was a close collaboration between the Physical Store Design and Digital UX Design teams, with me leading the UX Design team.

The cross-functional team collectively identified 2 key opportunities:

1. Building Trust and Engagement. Customer surveys indicate that Walmart customers perceive lower quality and expertise at the Walmart auto care center. 58% of Walmart shoppers are aware the Walmart offers auto care services, while the actual utilization rate is 11%. Auto maintenance and repair can be stressful, as many customers have limited knowledge about cars or repairs. When issues arise—particularly with a car essential for work, school runs, or daily life—it often leaves them feeling vulnerable. Trust and regaining control are top priorities for our customers. How might we amplify ways to engage to build trust?

2. Improving Service Satisfaction. Long wait times were a major source of dissatisfaction, with NPS dropping below 40 when wait times exceeded 50 minutes. The average service time exceeded 55 minutes, with no tools to help associates estimate or communicate wait times effectively. Customers had no visibility into service timelines, leaving them frustrated. How might we reduce wait times and clearly communicate status and progress to enhance satisfaction?

My Role

As the UX Design Director, I led the digital design effort with a team of four UX designers, one content designer, and one researcher, in close collaboration with the Store Design team. I co-facilitated the brainstorming sessions with the cross-functional partners from business, operations, product, and engineering. During the 3-week sprint, we shared in-progress designs such as storyboards with our partners to gather feedback and ensure alignment as we continue to refine the design and storytelling.

I presented the vision to Walmart executives. It was well received by both the leadership and cross-functional teams. Collaborating with my Product partners, I helped prioritize features from this vision in the 2024 roadmap. Under my leadership, we designed, tested, and launched several 0-to-1 features, balancing customer needs with engineering and operational constraints.

Impact

This vision has significantly influenced the 2024 roadmap. In March, we launched PFS, enabling customers to pay for services when booking appointments, a feature from the vision. This resulted in a nearly 20% reduction in appointment cancellations and no-shows, significantly improving service utilization—a key metric for the Auto Care Center business.

In September, we piloted the Express Check-In MVP at six Walmart stores across Texas, Arkansas, and Virginia. Within two and half months, average wait times decreased by nearly 10% across the pilot stores. We continue to track key metrics, including opt-in rate, wait time, and NPS, as the pilot progresses through the end of the year.

Customers can check in by using the app to drop their key in a locker.

We build customer trust through in-app communication with their technician.

Express Check-in MVP Pilot

In September 2024, we launched the Express Check-In MVP pilot at 6 Walmart stores across Texas, Arkansas, and Virginia. Within two and half months, average wait times dropped by nearly 10% at the pilot locations. We are closely monitoring key metrics, including opt-in rate, wait time, and NPS, as the pilot progresses through the end of the year.

My lead designers were on the ground working with the Engineering team to conduct VQA, ensuring bug-free, pixel-perfect implementation of the intended experience.