Role: Senior Product Design Manager
Simplifying a fragmented rewards ecosystem
Reward Partners allows Clubcard customers to exchange points for rewards with over 100 partner brands. I shaped the long-term vision for Reward Partners, improving discovery, reducing checkout friction and creating reusable patterns across app and web.
Team: Product Design, Research, Product, Engineering, Proposition
Scale: 17.3m digital Clubcard customers
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The challenge
39% of customers were unaware Reward Partners existed and a further 38% were aware but not engaging. The experience had evolved organically over many years, creating inconsistent journeys and unnecessary friction.
My role
Senior Product Design Manager
Led design direction
Facilitated vision and prioritisation workshops
Reviewed and guided design execution
Aligned Product, Engineering, Research and Proposition teams
Key insight
The problem wasn't a single screen.
The problem was that customers needed to:
Discover Reward Partners
Understand the value
Compare options
Complete redemption
Yet each part of the journey had evolved independently.
The approach
Understanding the subscription lifecycle
I facilitated a series of workshops to analyse the complete customer lifecycle. This created a shared understanding of where customers were discovering value, where they encountered friction and where investment could have the greatest impact. We mapped:
Awareness
Consideration
Sign-up
Subscription management
Retention
Cancellation
Strengthening the core proposition
Before increasing awareness, the focus was improving the existing experience. Analysis identified opportunities to: better communicate customer value and confidence in subscription benefits, as well as improving the journeys.
Improving sign-up
The landing page lacked a clear introduction to the proposition and provided little support for customer decision-making. The redesign focused on:
Clearly explaining the proposition
Highlighting potential savings
Simplifying plan comparisons
Surfacing key benefits
Reducing duplicated content
A/B testing increased sign-ups by 5%, leading to rollout across the wider proposition.
Improving subscription management
The existing account management experience was lengthy, difficult to scan and did little to communicate the value customers were receiving from their subscription.
The redesign brought customer savings and plan benefits to the forefront, making it easier to understand and manage subscriptions.
An MVP version launched first, with a longer-term concept developed to support future back-end enhancements.
Before
After
Before
After
Embedding subscriptions into the shopping journey
Historically, Delivery Saver had been treated as a largely standalone proposition. Working across squads helped identify opportunities to surface subscription benefits throughout existing customer journeys.
Personalised acquisition
A series of in-app experiments explored how subscription messaging could be made more relevant based on customer context. Testing demonstrated that personalised messages significantly outperformed generic promotion.
Account-driven growth
The account area had never surfaced Delivery Saver despite being visited by large numbers of customers. We created a new component allowing users to either manage acti current subscription. Following rollout:
Sign-ups increased by 30%
£1.7m sales generated
£38k profit generated
Improving awareness and retention
Increasing awareness
With the core proposition strengthened, focus shifted to awareness.
I facilitated workshops involving four teams to identify opportunities to surface Delivery Saver throughout the wider shopping journey.
The exercise generated more than 100 ideas, which were explored through:
Journey analysis
Storyboarding
Prioritisation exercises
Opportunities were grouped into short-term and long-term initiatives, creating a roadmap for future experimentation.
Improving retention
To better understand why customers were cancelling, a cancellation survey was introduced directly into the experience.
The resulting insight identified several customer needs that had previously been invisible to the team.
This informed initiatives including:
Financial incentives
Plan recommendations
Subscription switching concepts
Rather than treating cancellation as the end of the lifecycle, the work focused on understanding and responding to changing customer needs.
The impact
This project demonstrates my ability to apply design beyond individual journeys, using customer insight, experimentation and cross-functional collaboration to influence acquisition, retention and commercial growth. By treating Delivery Saver as a lifecycle challenge rather than a collection of screens, the work helped drive sustainable subscription growth while improving value for both Tesco and its customers.
Customer impact
Customers saved an average of £176 per year
Improved visibility and understanding of subscription benefits
Simplified sign-up and subscription management experiences
Business impact
Reached 690k subscribers
Contributed to approximately £14m annual sales
Increased sign-ups by 30% through in-app subscription improvements
Increased landing page conversion by 5%
Generated £1.7m sales and £38k profit through account-management improvements
Retention impact
Achieved 90% retention
Exceeded retention targets by 15 percentage points
Successfully migrated 650k customers onto new plans
Supporting international growth
The same principles were later applied to Tesco's Central European subscription proposition, Online Club. Workshops and journey redesigns introduced free-trial acquisition journeys and improved subscriber growth within the region. Project work resulted in:
12,000 customers joined a free trial within three months
60% retention
50% increase in customer sales
~£200k income generated