Key impact
I proposed dramatic changes to the checkout journey. Backed by behavioural science, I built confidence in these decisions from a client that's normally cautious to buy into big changes quickly.
Currently in development, they're equipped to move forward with a plan to test and measure impact.
Why TeamSport couldn't settle for a "standard experience"
When the client first presented this brief, they thought they "just needed a standard experience".
However, a one-size-fits-all mindset didn't hold up to the complexity of TeamSport's audiences. "Standard" means something entirely different to…
A group of mates who want speed and building anticipation
A parent booking their child's birthday party, who needs reassurance and clarity
A corporate organiser booking for an office of diverse personalities, who needs control and simplicity at scale
So I proposed an alternative - a checkout that feels easy, clear and helpful because it's tailored to the audience using it. With the client's buy-in, that became the strategy.
Combining a view of audience 'jobs' with the EAST framework identified UX improvements that would influence behaviour
Before touching Figma, I ran a workshop with TeamSport's stakeholders, and LAB's development team. We worked through Jobs to Be Done for core audiences, and ideated improvements to the checkout journey using the EAST (Easy, Attractive, Social, Timely) framework.
Bringing engineering and client into the room early shaped everything that followed. When it came to mapping out the new journey, it was easy to align on what choices would influence behaviour most significantly towards the business' goals - increasing conversion, add-on sales, and membership uptake.
My case for removing the traditional basket: checkout journeys aren't about clicks, they're about confidence
The old flow was complicated by membership rules that differed per activity, applied at login and again afterwards.
I replaced the basket with a single-purchase flow, which removed most of that complexity at the source.
Breaking the single-purchase flow into linear steps reduced the cost of entry and built momentum and confidence through simpler decisions
In the old experience, all signposts led to a search results page, forcing people to enter their activity, location, dates and guests before they could see what's available.
I split this into linear steps to tackle one choice at a time. The booking widget now asks for a location first. The first choice is about finding the activity you genuinely want to do, rather than juggling dates.
Although there's more screens in this new journey, I'm anticipating faster overall checkout times - owing to the clearer choice architecture and lower cognitive effort of tackling one choice at a time.
Example flow
I didn't just remove the login wall - I used it to guide people through TeamSport's complex membership journeys
Rather than offering "log in" and "guest checkout", the new experience simply asks for an email address. Then, it routes people into guest checkout, or their existing member or non-member account behind the scenes.
This allows the checkout to show "timely" upsells of membership, depending on their account type. Guests can set a password after they’ve paid, so the account step no longer stands between a customer and the booking.
A lesson in using collaboration to navigate technical unknowns
Moving checkout onto TeamSport’s site depended on APIs the existing platform provider still had to build. We had expected clear answers by kickoff - but didn't get them.
Rather than designing in isolation, it was critical to work with developers from the start instead of waiting for handover. Crucially, because the client and development team were involved in discovery and strategy, they pushed alongside us to get the technical solutions to support the vision.
This buy-in was incredibly valuable, and has shaped my approach - when you're aligned on the "why", priorities are clearer and decisions are easier.
Example component from design system
