Clarity that Converts .

The research highlighted three core issues in the previous experience. First, visibility: stacked merchandising cards and secondary sections delayed access to the main phone listings. Second, discoverability: users were missing filters and essential comparison tools. Third, performance: the cluttered structure was increasing drop-off, particularly during busy commercial moments.

This gave us a clear signal that the page did not need more content or more features. It needed stronger hierarchy, better focus and a more intentional browsing journey.

The first major shift was prioritisation. The new layout brings phones, the primary user goal, to the centre of the experience much earlier. Key actions and filters are surfaced sooner, helping reduce cognitive load and making the page feel more immediately useful.

The second shift was the product card itself. Through multiple design sprints and rounds of testing, I developed a cleaner card pattern that balanced clarity with commercial flexibility. The cards introduced stronger product imagery, clearer offer headlines, visible colour swatches, more transparent monthly pricing, structured legal messaging and social proof. Together, these changes made the content easier to scan while also improving emotional engagement and trust.

The third shift was the merchandising strategy. Rather than removing merchandising, I restructured it. On larger viewports, the hero area became a balanced inline composition with one dominant central tile and two supporting tiles. On mobile, that same content transformed into a horizontal carousel focused on a single high-impact hero card. This preserved commercial value while giving the product listing more breathing room and reducing the amount of scrolling required before users reached the core content.

This was a highly collaborative piece of work. I worked closely with engineering, analytics, product management and content strategy to align decisions across disciplines. My role extended well beyond interface design: I facilitated workshops, simplified requirements, translated commercial constraints into more user-friendly structures and partnered with engineering to scale emerging patterns into the design system. I also ensured accessibility standards were considered across components and supported junior designers through critique, ideation and delivery.

This is the kind of work I enjoy most: taking a messy, high-stakes problem and creating alignment through clarity, structure and momentum.

This project demonstrates how I lead product design: by combining strategic thinking, craft and collaboration to solve complex problems in a practical way. The final PLP experience became simpler, more accessible, more transparent and measurably more effective. The project also created a stronger foundation for future iteration, including more targeted marketing placements, contextual data offers, performance improvements for peak traffic and continued refinement of hierarchy based on analytics and testing.

It also reflects something I care about deeply in leadership roles: helping other designers grow while delivering better work. Alongside the redesign itself, I invested in mentoring junior designers so they could build confidence in their rationale, decision-making and ownership of deliverables.

This project showed that better structure can drive more impact than adding more features. By improving hierarchy, focus and visibility, I helped turn a cluttered experience into one that felt clearer, faster and more effective for users and the business.