Booking.com

Senior Designer

A titan in the travel industry, Booking.com is a data-driven company that runs thousands of A/B experiments daily. I joined a team of 12 App Designers, which quickly grew to over 60 in just two years. Together, we were able to push for fundamental changes in the way a billion-dollar company thought about design.

My primary focus was creating a vision for the Property page and working to increase our conversion rate throughout the funnel. With 24 core product teams experimenting across the scope of the funnel, this required a lot of communication and compromise to keep teams unblocked and able to hit their goals. Every update introduced required either an increase in conversion or, at the very worst, a neutral impact. We had to be very strategic about what we introduced and how that feature would scale in the future.

Crafted vision for iOS & Android applications

We crafted a vision for our iOS and Android applications to help align content and streamline experimentation planning. This helped us add features to both platforms simultaneously and measure platforms against each other with comparable data.

Facilitated workshops for our Design System

Together with other talented designers, we led a two-day workshop where we brought all the app designers together and created a plan to roll out the Design System using the existing Booking development processes.

Loyalty program restructure

I addressed longstanding issues like how pricing was displayed, confusing discounts, and legacy icons people didn't understand. I contributed to the successful rebranding and consolidation of Booking.com's loyalty program, transforming eight conflicting programs into a unified and revamped loyalty initiative called Genius.

Inconsistent information across Booking.com's apps posed challenges for feature implementation, requiring both platforms to be conversion positive when adding features. Discrepancies often resulted in features being added to one platform and missing from the other. To address this, I compiled a presentation outlining current and past issues, aiming to establish ground rules for a novel approach, essential for gaining leadership approval.

These were the rules leadership set for us:

1. We couldn't remove any information without it causing an increase in revenue.
2. We had to run experiments on both platforms individually. This meant both had to be successful or neutral on their respective platforms to get us to parity.
3. We had to coordinate with 24 other teams simultaneously working in that area and ensure we had no conflicts.
4. We had one quarter to prove this hypothesis or we had to return to standard procedures.