Problem Statement
The GoFar Rewards platform faced significant challenges. The experience was fragmented across business lines, making it difficult for customers to find, track, and redeem their rewards, which ultimately hurt engagement and business growth. Beneath the business impact was a deeper human problem: customers lacked clarity and confidence. Many were unsure of how many rewards they had, how to earn more, or how to redeem them, and the pathways that did exist were unintuitive and misaligned with their expectations. Internally, siloed systems and complex vendor integrations added friction, slowing delivery and preventing consistent improvements.
The opportunity was to reimagine the rewards experience through a human-centered design lens — creating something desirable by being engaging and easy to use, feasible by working within vendor and technical constraints, and viable by directly supporting business goals of retention, engagement, and cross-sell growth.
The Go Far Rewards platform faced major challenges. The experience was fragmented across different business lines, making it hard for customers to find, track, and redeem rewards. This hurt both engagement and overall business growth.
At its core, the issue was human. Customers lacked clarity and confidence, many didn’t know how many rewards they had, how to earn more, or how to redeem them. The steps that did exist were unintuitive and didn’t match their expectations. Internally, siloed systems and complex vendor integrations added even more friction, slowing delivery and making improvements difficult.
The opportunity was to rethink the rewards experience through a human-centered design lens, making it desirable by engaging and easy to use, feasible within technical and vendor constraints, and viable by driving retention, engagement, and cross-sell growth.
The Go Far Rewards platform faced major challenges. The experience was fragmented across different business lines, making it hard for customers to find, track, and redeem rewards. This hurt both engagement and overall business growth.
At its core, the issue was human. Customers lacked clarity and confidence, many didn’t know how many rewards they had, how to earn more, or how to redeem them. The steps that did exist were unintuitive and didn’t match their expectations. Internally, siloed systems and complex vendor integrations added even more friction, slowing delivery and making improvements difficult.
The opportunity was to rethink the rewards experience through a human-centered design lens, making it desirable by engaging and easy to use, feasible within technical and vendor constraints, and viable by driving retention, engagement, and cross-sell growth.
The Go Far Rewards platform faced major challenges. The experience was fragmented across different business lines, making it hard for customers to find, track, and redeem rewards. This hurt both engagement and overall business growth.
At its core, the issue was human. Customers lacked clarity and confidence, many didn’t know how many rewards they had, how to earn more, or how to redeem them. The steps that did exist were unintuitive and didn’t match their expectations. Internally, siloed systems and complex vendor integrations added even more friction, slowing delivery and making improvements difficult.
The opportunity was to rethink the rewards experience through a human-centered design lens, making it desirable by engaging and easy to use, feasible within technical and vendor constraints, and viable by driving retention, engagement, and cross-sell growth.
My Role
As Senior Lead Product Designer, I had the opportunity to shape the Go Far Rewards platform from the ground up, not only in how it looked, but in how it worked strategically for both customers and the business. I owned the end-to-end customer experience vision, making sure every decision struck the right balance between customer needs, technical feasibility, and measurable business outcomes.
This role placed me at the intersection of design, strategy, and delivery. I partnered closely with PMs, POs, engineers, vendor Epsilon, and multiple lines of business to align priorities and bridge silos, ensuring the experience felt unified from every angle. Along the way, I defined actionable outcomes from high-level business goals, built consensus across a complex stakeholder landscape, and championed human-centered design to keep us grounded in what mattered most.
The result was more than a redesigned platform, it was a scalable design system for responsive web and mobile, paired with a developer-friendly spec package and delivery deck that set a new benchmark for clarity and collaboration. By leading through technical dependencies, vendor constraints, and competing priorities, I helped establish a model for how design could deliver consistency, impact, and long-term value across the organization.
As Senior Lead Product Designer, I shaped the Go Far Rewards platform from the ground up, not just in how it looked, but in how it worked for both customers and the business. I owned the full customer experience vision, making sure every decision balanced user needs, technical feasibility, and measurable business outcomes.
This role put me at the crossroads of design, strategy, and delivery. I worked closely with PMs, POs, engineers, vendor Epsilon, and multiple lines of business to align priorities, bridge silos, and champion human-centered design in every step of the process.
The result was more than a new platform. We delivered a scalable design system for web and mobile, a developer-ready spec package, and a delivery deck that set a new standard for clarity and collaboration, proving how design can drive consistency, impact, and long-term value across the organization.
As Senior Lead Product Designer, I shaped the Go Far Rewards platform from the ground up, not just in how it looked, but in how it worked for both customers and the business. I owned the full customer experience vision, making sure every decision balanced user needs, technical feasibility, and measurable business outcomes.
This role put me at the crossroads of design, strategy, and delivery. I worked closely with PMs, POs, engineers, vendor Epsilon, and multiple lines of business to align priorities, bridge silos, and champion human-centered design in every step of the process.
The result was more than a new platform. We delivered a scalable design system for web and mobile, a developer-ready spec package, and a delivery deck that set a new standard for clarity and collaboration, proving how design can drive consistency, impact, and long-term value across the organization.
As Senior Lead Product Designer, I shaped the Go Far Rewards platform from the ground up, not just in how it looked, but in how it worked for both customers and the business. I owned the full customer experience vision, making sure every decision balanced user needs, technical feasibility, and measurable business outcomes.
This role put me at the crossroads of design, strategy, and delivery. I worked closely with PMs, POs, engineers, vendor Epsilon, and multiple lines of business to align priorities, bridge silos, and champion human-centered design in every step of the process.
The result was more than a new platform. We delivered a scalable design system for web and mobile, a developer-ready spec package, and a delivery deck that set a new standard for clarity and collaboration, proving how design can drive consistency, impact, and long-term value across the organization.
Human Centered Design Approach
Strategic Discovery
We started with customer research, interviews, surveys, and competitive benchmarking, and mapped journeys for earning, tracking, and redeeming rewards. Through stakeholder workshops, we defined success metrics and aligned scope, then identified friction points like buried navigation, unclear progress, and complex redemption flows. Each opportunity was evaluated through the lens of desirability, feasibility, and viability to ensure solutions were engaging for customers, achievable within technical and vendor constraints, and aligned with business goals.
From Design to Execution
We simplified navigation and information architecture, prototyped new redemption flows, and introduced a visual rewards dashboard, refining the design through multiple rounds of usability testing. In detailed execution, I partnered closely with developers and our vendor to ensure a pixel-perfect build, delivering annotated specs and a clear design deck. After launch, we measured success through end-to-end usability testing, tracking task completion, error rates, and satisfaction, and benchmarking against the original experience. We also built a design backlog to capture feedback, analytics insights, and personalization opportunities — ensuring the platform could continuously evolve and improve..
Strategic Discovery
We started with customer research, interviews, surveys, and competitive benchmarking, and mapped journeys for earning, tracking, and redeeming rewards. Through stakeholder workshops, we defined success metrics and aligned scope, then identified friction points like buried navigation, unclear progress, and complex redemption flows. Each opportunity was evaluated through the lens of desirability, feasibility, and viability to ensure solutions were engaging for customers, achievable within technical and vendor constraints, and aligned with business goals.
From Design to Execution
We simplified navigation and information architecture, prototyped new redemption flows, and introduced a visual rewards dashboard, refining the design through multiple rounds of usability testing. In detailed execution, I partnered closely with developers and our vendor to ensure a pixel-perfect build, delivering annotated specs and a clear design deck. After launch, we measured success through end-to-end usability testing, tracking task completion, error rates, and satisfaction, and benchmarking against the original experience. We also built a design backlog to capture feedback, analytics insights, and personalization opportunities — ensuring the platform could continuously evolve and improve..
Strategic Discovery
We started with customer research, interviews, surveys, and competitive benchmarking, and mapped journeys for earning, tracking, and redeeming rewards. Through stakeholder workshops, we defined success metrics and aligned scope, then identified friction points like buried navigation, unclear progress, and complex redemption flows. Each opportunity was evaluated through the lens of desirability, feasibility, and viability to ensure solutions were engaging for customers, achievable within technical and vendor constraints, and aligned with business goals.
From Design to Execution
We simplified navigation and information architecture, prototyped new redemption flows, and introduced a visual rewards dashboard, refining the design through multiple rounds of usability testing. In detailed execution, I partnered closely with developers and our vendor to ensure a pixel-perfect build, delivering annotated specs and a clear design deck. After launch, we measured success through end-to-end usability testing, tracking task completion, error rates, and satisfaction, and benchmarking against the original experience. We also built a design backlog to capture feedback, analytics insights, and personalization opportunities — ensuring the platform could continuously evolve and improve..
Strategic Discovery
We started with customer research, interviews, surveys, and competitive benchmarking, and mapped journeys for earning, tracking, and redeeming rewards. Through stakeholder workshops, we defined success metrics and aligned scope, then identified friction points like buried navigation, unclear progress, and complex redemption flows. Each opportunity was evaluated through the lens of desirability, feasibility, and viability to ensure solutions were engaging for customers, achievable within technical and vendor constraints, and aligned with business goals.
From Design to Execution
We simplified navigation and information architecture, prototyped new redemption flows, and introduced a visual rewards dashboard, refining the design through multiple rounds of usability testing. In detailed execution, I partnered closely with developers and our vendor to ensure a pixel-perfect build, delivering annotated specs and a clear design deck. After launch, we measured success through end-to-end usability testing, tracking task completion, error rates, and satisfaction, and benchmarking against the original experience. We also built a design backlog to capture feedback, analytics insights, and personalization opportunities — ensuring the platform could continuously evolve and improve..