One purchase flow, every product

Engineering, leadership and marketing all had a stake in this flow and none of them were looking at the same picture of it. I pulled together the analytics, the market analysis, the existing user flows and what we were actually trying to move, and used AI to organise that pile into one scoping document rather than four opinions.

That document is what got the three teams aligned before a single screen was designed. The wireframes came afterwards and came by hand — mid-fidelity, then high-fidelity, then a prototype stakeholders could click. By the time it reached approval there was very little left to disagree about, which is the only reason it moved as fast as it did.

The suite shared a single purchase flow, so I designed it as shared infrastructure rather than as a feature of any one product. That cuts both ways: every improvement lands everywhere at once, and so does every mistake.

I used Figma Make to build flow variations fast and put them in front of real users. Purchase flows attract opinion — everyone has a theory about the step that loses people — and prototypes settle that faster than a review meeting does. The design that shipped was the one people actually got through.