ROLE
Product Design Lead
Product Design Lead
CATEGORY
Consumer Product
Internal Tooling
System Design
Consumer Product
Internal Tooling
System Design
SCOPE
Consumer UI / UX
Tooling UI / UX
3rd Party Integrations
Consumer UI / UX
Tooling UI / UX
3rd Party Integrations
Improving ticket discovery, choosing and purchase for users, while testing into a new business strategy.
Netflix House is Netflix’s physical experiential venue offering immersive narrative attractions, themed dining, and exclusive retail. The initial 1.0 ticketing experience relied entirely on a third-party vendor. which allowed the project MVP to launch on-time, but left room for improvement.
Checkout 2.0 was considered an iterative step
towards evolving the House checkout experience, with these goals:
- Create a more streamlined
purchase experience for our users
- Integrate checkout with the branding and visual language of Netflix House
- Increase our ability to iterate quickly and learn through A/B testing
Early data created ambiguity in how to best approach the next iteration.
Because MVP tickets launched months ahead of opening day, we lacked real-world data on actual booking windows and purchasing behavior once guests could book closer to their visit date. Cross-functional discussions confirmed our immediate post-launch priority: maintaining the agility to rapidly experiment with diverse ticket offerings and iteratively learn our way into the idealized state.
While the third-party ticketing vendor introduced clear UI and UX friction for consumers, it gave us an essential early advantage — the ability to quickly deploy and test multiple ticket structures. Committing to fully custom, owned patterns prematurely would have bottlenecked velocity, tying up critical design and engineering bandwidth that the third-party tooling allowed us to bypass.
To deliver immediate improvements and protect our time-to-market without creating cross-functional overhead, I proposed a pragmatic middle ground: a hybrid architecture that pairs high-impact owned UI with focused third-party modules, deferring a fully owned end-to-end build until our ticketing models matured.
While the third-party ticketing vendor introduced clear UI and UX friction for consumers, it gave us an essential early advantage — the ability to quickly deploy and test multiple ticket structures. Committing to fully custom, owned patterns prematurely would have bottlenecked velocity, tying up critical design and engineering bandwidth that the third-party tooling allowed us to bypass.
To deliver immediate improvements and protect our time-to-market without creating cross-functional overhead, I proposed a pragmatic middle ground: a hybrid architecture that pairs high-impact owned UI with focused third-party modules, deferring a fully owned end-to-end build until our ticketing models matured.
The Consumer Discovery & Ticketing Ecosystem
The "All Tickets & Experiences" Index: Separated the upper-funnel storytelling on Location Landing Pages ("What is Netflix House?") from a conversion-optimized ticketing destination.
Contextual Wayfinding: The attraction page inline ticket rows keep guests anchored in the narrative context while surfacing clear, scannable ticket choices — making choosing and comparing much easier.
Fun fact: Post-Checkout 2.0 we A/B tested the placement of the inline ticket modules and results validated our instinct that users required key details before they would be ready to purchase from an experience page.
Fun fact: Post-Checkout 2.0 we A/B tested the placement of the inline ticket modules and results validated our instinct that users required key details before they would be ready to purchase from an experience page.
Promotional Campaigns & Featured Offers: The influx of new ticket types demanded a more structured offering hierarchy. To solve this, we built a dual-sided system — pairing intuitive merchandising tools for marketing partners with high-clarity discovery surfaces for guests.
Hybrid UX Flow & Offer Management: We kept the comprehensive 3P modal for specific quantity selection, date/time, and add-ons, but wrapped the entire discovery, cart, checkout, payment, and post-purchase loops in our owned design system.
Outcome: Conversion improved ~30%, and technical support required for new ticket concepts was kept minimal to maintain speed-to-market. Historically cart abandonment rate is about 90% in pre-checkout 2.0 format
Additionally, new ticket concepts remained nimble and easier to launch than if we’d taken on the entire flow end-to-end.
Static Cart Recommendations: We shipped an MVP utilizing comprehensive set of recommendation cards ("Don't miss out on these") which satisfied the immediate consumer discovery need, allowing engineering to scope the dynamic conflict-detection engine for a future iteration.
Outcome: Additional testing for Add-Ons and Upsells were possible in the 3rd party flow due to our hybrid approach, further validating the decision to not spend resources supporting an idealized solution until more data could be captured.
Streamlined Templates and Full Order Recovery: Set the foundation for multi-booking support, including Order Recovery messaging that transitioned order recovery flows from single-item reminders to full-itinerary re-engagement.
Outcome: Abandoned cart recovery links route guests directly back to their complete multi-item carts, enabling them to complete their full booking in a single transaction rather than reassembling lost plans.
Results: Driving Operational Velocity and Consumer Conversion
Unlocked Multi-Experience Guest Behavior: Transitioned Netflix House from an isolated, single-ticket booking model to a full-itinerary hospitality experience, resulting in measurable increases in cart size and completion.
Eliminated Checkout Drop-Off on Mobile: Integrating native 1-tap Apple Pay and structuring checkout into a clean, contextual 2-step stepper drastically reduced purchase friction on mobile web.
Self-Service Operational Autonomy: Realtor CMS self-service campaign management completely decoupled promotional merchandising from engineering release cycles. Marketing and revenue teams gained full autonomy to launch, test, and adjust offers in real time and Product and Engineering were free to focus on complex platform architecture rather than routine operational support.