E-commerce
Experience
Enterprise design
Client
Edreams ODIGEO
Involment
Product designer
Skills used
Metrics analysis
User research
UX/UI design
Prototyping
Design system
Tools used
Figma
Miro
Jira
Trymata
Google analytics
Date
2023 – 2024
Client
Hewlett-Packard
Date
2019 – 2021
Involment
UI designer – Accessibility specialist
Skills used
Interaction design – User test
Tools used
Axure – Jira – Sketch
Context
eDreams ODIGEO is one of the largest e-commerce businesses in Europe and the world’s leading travel subscription platform, operating across 44 markets, 5 brands, and serving over 20 million customers a year.
I joined as a Product Designer working embedded in agile product squads, responsible for the full design cycle: from research and concept to final UI specs. One important constraint was that every solution had to work across all of the group’s brands — eDreams, Opodo, GO Voyages, and Travellink — each with their own visual identity but a shared underlying product.
I worked across two core revenue products: Price Freeze and Seats & Bags.
Product 1 - Price freeze
The challenge
Price Freeze is an ancillary product that allows users to lock the price of a flight for a set period of time, for a small upfront fee. A genuinely useful product — but one that was struggling to gain traction. Users either didn’t notice it, didn’t understand how it worked, or didn’t trust the value proposition enough to act on it.
The goal was clear: increase adoption, and reduce the volume of support contacts generated by confused users after purchase.
Research & discovery
I started by mapping the existing funnel end to end — where users encountered the product, how the information was structured, and at what point they dropped off. Using Google Analytics and session recordings, I identified the moments where interest dropped and confusion peaked.
I complemented this with usability testing through Trymata, running unmoderated usability tests to understand how users interpreted the product and what questions they were left with after reading the existing copy and UI.
The findings pointed to a consistent pattern: users encountered the product too late in the flow, the benefit was buried in secondary copy, and the interaction asked for a commitment before the value was clear.
Design approach
With those insights, I restructured the information architecture of the product touchpoints — reordering what users saw and when, so the value proposition landed before the ask. I worked on the visual hierarchy of each screen to make the key benefit immediately readable, and redesigned the confirmation and post-purchase states to reduce post-transaction anxiety, which was a direct driver of support calls.
I designed for both web and mobile, and adapted the final UI for all four group brands — maintaining each brand’s visual language while keeping the interaction patterns consistent.
Results
- +20% increase in product adoption
- -15% reduction in support contacts related to Price Freeze
- Cleaner post-purchase experience validated positively in follow-up usability sessions
Product 2 — Seats & Bags
The challenge
Seats and bags are two of the most important ancillary revenue streams in any OTA. The challenge here was two-sided: on the seats side, we needed to introduce a new pricing model — where seat price varied by location on the plane — without creating confusion in what had historically been a simple seat selection experience. On the bags side, the goal was to increase attachment rate and revenue by making the product more visible, easier to understand, and easier to add.
Seats — Redesigning the seat map
The seat map redesign required a careful balance between business logic and user clarity. Introducing price tiers into a spatial UI — where position on the plane now carried a cost implication — meant users needed to understand the pricing model at a glance, without feeling overwhelmed.
I mapped the different seat categories, worked out a visual system to communicate price tiers clearly through colour and labelling, and tested multiple approaches to how pricing information was shown in context. The priority was that users could make a confident, informed choice without needing to read long explanations.
Bags — Increasing attachment
For bags, the work was more conversion-focused. I analysed where and how the product was being presented in the booking flow, identified the friction points reducing attachment, and redesigned the bags module to address them directly.
The main levers were: improving the visibility of the product at key moments in the funnel, making airline bag option comparisons cleaner and faster to read, reducing the number of clicks needed to add a bag, and introducing design elements and push notifications that highlighted the benefit at the right moment — without being intrusive.
Results
- +5% increase in bags attachment rate
- +3% increase in bags product revenue
- Seat map redesign successfully introduced a new pricing model as a new revenue stream
Working across brands and cultures
One of the more distinctive aspects of this project was the scope of the audience. eDreams ODIGEO operates across 44 markets — which means every design decision had to hold up across different languages, cultural contexts, and regional user behaviours. At the same time, adapting each solution for four distinct brands required a systematic approach: building on a shared design language, while applying each brand’s specific visual identity cleanly and consistently.
The team itself was international — working alongside PMs, a lead engineer, frontend and backend developers across different locations — which made communication, documentation, and design clarity a key aspect of the process.
Conclusions
Working at eDreams reinforced something I already believed: in high-traffic ecommerce, small design decisions have large consequences. The challenge is rarely about making something look good — it is about making something work well under real conditions, for real people, at scale.
These two projects showed how a structured, research-led approach to UX — paired with rigorous attention to visual design and information hierarchy — can move business metrics that matter. The combination of user understanding and commercial awareness is what I brought to every decision here, and it is what I carry into every project I take on.