Two Products, Still Standing

Lead UX designer on the new app. We started with research: competitor teardown, plus airport research on actual lounges with both Priority Pass users and competitors users. The most useful finding was not about features. Having a Priority Pass was a status thing. People were proud of it; the card was a signal that you had done well. So we made sure the app gave that pride its moment. But the real job was getting you into the lounge fast. I pushed for a UX that was direct: clear about how to access a lounge, and quick to pull up your digital card to get you through the door. No hunting, no friction at the one moment friction actually hurts. We shipped V1 in six months, then spent the next two sprints optimising against real usage data. Adoption was their headline metric. The new app got 7x more usage than the version it replaced.

Lead experience designer, UX and UI, with the US team running customer validation. Three pieces of work: EPlus loyalty programme, the website, and a closed-branch fix. EPlus was a new product, a layer frequent customers had never had. I designed the experience and interface end to end; the US team validated with customers. It tested exceptionally well and lifted retention among frequent renters by 19%. It is still live today, ten years later. The closed-branch problem was the other fix. If someone arrived to pick up or return a car and the branch was closed, the experience just stopped. No alternatives, no next step. We rerouted people to the nearest open branch and gave them a clear path forward. Conversion on those journeys went up by 22%.