P01
Participant 01
Mobile checkout study
Task 8
Fulfilment rules were difficult to interpret
“I didn't realize it could only get delivered to my house. I think some forewarning ahead of time would've been good.”
Superdrug Checkout Redesign
Making checkout and fulfilment easier to understand
UX/UI Lead⊹Superdrug⊹SAP Commerce Cloud / Hybris with Spartacus⊹2025
0Intro
From a fragmented journey to a clearer single page checkout
I led the research and UX/UI design of Superdrug’s checkout redesign, helping customers understand their order, choose fulfilment and progress towards payment. As a pillar of the wider digital transformation, the work improved checkout completion and collection adoption while establishing a phased roadmap towards the North Star design.
Impact at a glance
Measured outcome
+6.5pp
Average Weekly Checkout Conversion
Measured outcome
+9pp
Order and Collect Adoption
Recognition
Distinguished Luminary 2026
My Role
Product ConsultantUX/UI DesignerDesign StrategyVisual DesignDesign SystemIdeationAgile WorkflowPrototypingInformation Architecture
As UX Manager and UX lead, I owned the research direction, experience strategy, interaction design and visual design. I translated findings into priorities, presented the evidence to the business and worked closely with business analysts and developers to resolve the details of a complex checkout journey. Engineering owned implementation; I remained hands-on with the design through delivery.
Company
SuperdrugSavers
Health and Beauty retail
0Intro
From a fragmented journey to a clearer single page checkout
I led the research and UX/UI design of Superdrug’s checkout redesign, helping customers understand their order, choose fulfilment and progress towards payment. As a pillar of the wider digital transformation, the work improved checkout completion and collection adoption while establishing a phased roadmap towards the North Star design.
Impact at a glance
Measured outcome
+6.5pp
Average Weekly Checkout Conversion
Measured outcome
+9pp
Order and Collect Adoption
Recognition
Distinguished Luminary 2026
My Role
Product ConsultantUX/UI DesignerDesign StrategyVisual DesignDesign SystemIdeationAgile WorkflowPrototypingInformation Architecture
As UX Manager and UX lead, I owned the research direction, experience strategy, interaction design and visual design. I translated findings into priorities, presented the evidence to the business and worked closely with business analysts and developers to resolve the details of a complex checkout journey. Engineering owned implementation; I remained hands-on with the design through delivery.
Company
SuperdrugSavers
Health and Beauty retail
0Intro
From a fragmented journey to a clearer single page checkout
I led the research and UX/UI design of Superdrug’s checkout redesign, helping customers understand their order, choose fulfilment and progress towards payment. As a pillar of the wider digital transformation, the work improved checkout completion and collection adoption while establishing a phased roadmap towards the North Star design.
Impact at a glance
Measured outcome
+6.5pp
Average Weekly Checkout Conversion
Measured outcome
+9pp
Order and Collect Adoption
Recognition
Distinguished Luminary 2026
My Role
Product ConsultantUX/UI DesignerDesign StrategyVisual DesignDesign SystemIdeationAgile WorkflowPrototypingInformation Architecture
As UX Manager and UX lead, I owned the research direction, experience strategy, interaction design and visual design. I translated findings into priorities, presented the evidence to the business and worked closely with business analysts and developers to resolve the details of a complex checkout journey. Engineering owned implementation; I remained hands-on with the design through delivery.
Company
SuperdrugSavers
Health and Beauty retail
01Problem and challenge
Customers lacked the clarity and control to complete checkout confidently
Customers could progress through checkout without a clear understanding of their order. Reviewing earlier details or checking the basket summary was difficult while completing forms, and fulfilment restrictions could appear before there was enough context to understand them. Mixed Superdrug and Marketplace baskets made this particularly painful, but the uncertainty extended beyond mixed orders.
I combined heuristic review, competitor benchmarking and analytics with UserTesting to understand where that uncertainty came from. In a mobile study the same underlying problem appeared in different moments: choosing fulfilment, interpreting charges, entering details and continuing to payment.
What we heard from users
P14
Participant 14
Mobile checkout study
Task 8
Delivery costs affected confidence
“I was expecting the payment that I was shown to be for both of them.”
P13
Participant 13
Mobile checkout study
Task 8
Form completion created avoidable effort
“I just don't think I should have had to enter it twice at any point.”
P07
Participant 07
Mobile checkout study
Task 7
The next action was not always clear
“So I'm not quite sure what's happened here, but, um, I'm just going to proceed to payment.”
Core problem
Customers were being asked to commit to an order without a clear view of their choices and their consequences.
01Problem and challenge
Customers lacked the clarity and control to complete checkout confidently
Customers could progress through checkout without a clear understanding of their order. Reviewing earlier details or checking the basket summary was difficult while completing forms, and fulfilment restrictions could appear before there was enough context to understand them. Mixed Superdrug and Marketplace baskets made this particularly painful, but the uncertainty extended beyond mixed orders.
I combined heuristic review, competitor benchmarking and analytics with UserTesting to understand where that uncertainty came from. In a mobile study the same underlying problem appeared in different moments: choosing fulfilment, interpreting charges, entering details and continuing to payment.
What we heard from users
P01
Participant 01
Mobile checkout study
Task 8
Fulfilment rules were difficult to interpret
“I didn't realize it could only get delivered to my house. I think some forewarning ahead of time would've been good.”
P14
Participant 14
Mobile checkout study
Task 8
Delivery costs affected confidence
“I was expecting the payment that I was shown to be for both of them.”
P13
Participant 13
Mobile checkout study
Task 8
Form completion created avoidable effort
“I just don't think I should have had to enter it twice at any point.”
P07
Participant 07
Mobile checkout study
Task 7
The next action was not always clear
“So I'm not quite sure what's happened here, but, um, I'm just going to proceed to payment.”
Core problem
Customers were being asked to commit to an order without a clear view of their choices and their consequences.
01Problem and challenge
Customers lacked the clarity and control to complete checkout confidently
Customers could progress through checkout without a clear understanding of their order. Reviewing earlier details or checking the basket summary was difficult while completing forms, and fulfilment restrictions could appear before there was enough context to understand them. Mixed Superdrug and Marketplace baskets made this particularly painful, but the uncertainty extended beyond mixed orders.
I combined heuristic review, competitor benchmarking and analytics with UserTesting to understand where that uncertainty came from. In a mobile study the same underlying problem appeared in different moments: choosing fulfilment, interpreting charges, entering details and continuing to payment.
What we heard from users
P01
Participant 01
Mobile checkout study
Task 8
Fulfilment rules were difficult to interpret
“I didn't realize it could only get delivered to my house. I think some forewarning ahead of time would've been good.”
P14
Participant 14
Mobile checkout study
Task 8
Delivery costs affected confidence
“I was expecting the payment that I was shown to be for both of them.”
P13
Participant 13
Mobile checkout study
Task 8
Form completion created avoidable effort
“I just don't think I should have had to enter it twice at any point.”
P07
Participant 07
Mobile checkout study
Task 7
The next action was not always clear
“So I'm not quite sure what's happened here, but, um, I'm just going to proceed to payment.”
Core problem
Customers were being asked to commit to an order without a clear view of their choices and their consequences.
02Designing a clearer checkout
Designing a clearer checkout
Customers needed to understand their order without losing their place in checkout. I wanted to bring the information they were repeatedly trying to review into the journey itself.
Informed by best practices, analytics, usability testing, I moved from a multi-step flow to a single-page approach. Progressive disclosure kept attention on the current task, while completed sections remained visible as editable summaries. Customers could check their details, revisit a choice and inspect their order without navigating backwards.
Moreover, the usability research shaped the details around that structure. I connected products with eligible fulfilment options and costs, distinguished Superdrug from Marketplace delivery, and explored how to make the fastest and cheapest eligible collection option easier to recognise.
Clearer labels, validation and next actions were intended to reduce repeated effort and explain what had been accepted and how to continue.
What I learned
As we reviewed that vision with developers, the challenge shifted from defining the experience to finding a way to deliver it.
02Designing a clearer checkout
Designing a clearer checkout
Customers needed to understand their order without losing their place in checkout. I wanted to bring the information they were repeatedly trying to review into the journey itself.
Informed by best practices, analytics, usability testing, I moved from a multi-step flow to a single-page approach. Progressive disclosure kept attention on the current task, while completed sections remained visible as editable summaries. Customers could check their details, revisit a choice and inspect their order without navigating backwards.
Moreover, the usability research shaped the details around that structure. I connected products with eligible fulfilment options and costs, distinguished Superdrug from Marketplace delivery, and explored how to make the fastest and cheapest eligible collection option easier to recognise.
Clearer labels, validation and next actions were intended to reduce repeated effort and explain what had been accepted and how to continue.
What I learned
As we reviewed that vision with developers, the challenge shifted from defining the experience to finding a way to deliver it.
02Designing a clearer checkout
Designing a clearer checkout
Customers needed to understand their order without losing their place in checkout. I wanted to bring the information they were repeatedly trying to review into the journey itself.
Informed by best practices, analytics, usability testing, I moved from a multi-step flow to a single-page approach. Progressive disclosure kept attention on the current task, while completed sections remained visible as editable summaries. Customers could check their details, revisit a choice and inspect their order without navigating backwards.
Moreover, the usability research shaped the details around that structure. I connected products with eligible fulfilment options and costs, distinguished Superdrug from Marketplace delivery, and explored how to make the fastest and cheapest eligible collection option easier to recognise.
Clearer labels, validation and next actions were intended to reduce repeated effort and explain what had been accepted and how to continue.
What I learned
As we reviewed that vision with developers, the challenge shifted from defining the experience to finding a way to deliver it.
03Making the North Star deliverable
Adapting the design to real-world constraints
The design direction was relatively straightforward to establish. Making it work within legacy code, complex fulfilment logic and limited development capacity required much more iteration.
Each review with developers uncovered further constraints or capacity bottlenecks. Undocumented billing address and postcode lookup cases also emerged during implementation, forcing us to change direction with limited opportunity to gather feedback on the revised approach.
Order & Collect exposed another dependency. Product availability was tied to fulfilment mechanics that limited how we could present the options. We removed parts of the preferred journeys and adapted the design to what the system could support.
My focus became preserving a coherent customer experience as the scope changed. I worked with the team to shape an MVP around clearer structure, order context and fulfilment communication, moving affected improvements into later phases.
After release, I created a now/later/future roadmap and shared it with BA and development for review and prioritisation. This gave deferred work a visible place in planning and established checkout as an ongoing improvement area, with a path towards the North Star.
The release could now be treated as a starting point for improvement, with the intended experience still guiding what came next.
03Making the North Star deliverable
Adapting the design to real-world constraints
The design direction was relatively straightforward to establish. Making it work within legacy code, complex fulfilment logic and limited development capacity required much more iteration.
Each review with developers uncovered further constraints or capacity bottlenecks. Undocumented billing address and postcode lookup cases also emerged during implementation, forcing us to change direction with limited opportunity to gather feedback on the revised approach.
Order & Collect exposed another dependency. Product availability was tied to fulfilment mechanics that limited how we could present the options. We removed parts of the preferred journeys and adapted the design to what the system could support.
My focus became preserving a coherent customer experience as the scope changed. I worked with the team to shape an MVP around clearer structure, order context and fulfilment communication, moving affected improvements into later phases.
After release, I created a now/later/future roadmap and shared it with BA and development for review and prioritisation. This gave deferred work a visible place in planning and established checkout as an ongoing improvement area, with a path towards the North Star.
The release could now be treated as a starting point for improvement, with the intended experience still guiding what came next.
04WHAT SHIPPED
A first release with a direction beyond it
The first release brought clearer structure, stronger order context and more explicit fulfilment information into the customer journey. The screens below show how that direction translated into the delivered experience.
The shipped experience
The release prioritised a clearer checkout structure, order context and fulfilment communication. The aim was to deliver a good customer experience within the platform’s existing constraints.
04WHAT SHIPPED
A first release with a direction beyond it
The first release brought clearer structure, stronger order context and more explicit fulfilment information into the customer journey. The screens below show how that direction translated into the delivered experience.
The shipped experience
The release prioritised a clearer checkout structure, order context and fulfilment communication. The aim was to deliver a good customer experience within the platform’s existing constraints.
04WHAT SHIPPED
A first release with a direction beyond it
The first release brought clearer structure, stronger order context and more explicit fulfilment information into the customer journey. The screens below show how that direction translated into the delivered experience.
The shipped experience
The release prioritised a clearer checkout structure, order context and fulfilment communication. The aim was to deliver a good customer experience within the platform’s existing constraints.
05Results and reflection
What improved and what the project changed
I benchmarked the purchase journey before and after release to assess whether the earlier research concerns had been addressed. Mobile QX Score rose from 85 to 89; desktop rose from 91 to 93.
The clearest attitudinal changes were in mobile usability and desktop trust, each increasing by 10 percentage points. These supported the design direction, although desktop checkout task completion fell from 100% to 97%. I considered completion alongside perceptions rather than treating it as proof that customers understood the journey.
Commercrial Metrics
Measured outcome
+6.5pp
Average Weekly Checkout Conversion
Measured outcome
+9pp
Order and Collect Adoption
The commercial comparison added evidence from live behaviour: average weekly checkout conversion increased by 6.5 percentage points year on year, while adoption of the most effective Order & Collect option increased by 9 percentage points. Together, these findings supported the direction of the work, while leaving room for further improvement.
Learnings
Beyond the interface, the project changed how we approached delivery. This was the Superdrug delivery team’s first project of this scale, and it showed how undocumented cases can reshape a design even after implementation has begun. Afterwards, we established ways of working that helped the team approach complex projects more proactively and with better preparation. For me, the lesson was to bring dependencies and complex cases into the conversation earlier, while keeping the longer-term customer experience visible when release scope had to change.
Further recognision
The research-led work received Distinguished Luminary recognition at the Illumi Awards 2026.
05Results and reflection
What improved and what the project changed
I benchmarked the purchase journey before and after release to assess whether the earlier research concerns had been addressed. Mobile QX Score rose from 85 to 89; desktop rose from 91 to 93.
The clearest attitudinal changes were in mobile usability and desktop trust, each increasing by 10 percentage points. These supported the design direction, although desktop checkout task completion fell from 100% to 97%. I considered completion alongside perceptions rather than treating it as proof that customers understood the journey.
Commercrial Metrics
Measured outcome
+6.5pp
Average Weekly Checkout Conversion
Measured outcome
+9pp
Order and Collect Adoption
The commercial comparison added evidence from live behaviour: average weekly checkout conversion increased by 6.5 percentage points year on year, while adoption of the most effective Order & Collect option increased by 9 percentage points. Together, these findings supported the direction of the work, while leaving room for further improvement.
Learnings
Beyond the interface, the project changed how we approached delivery. This was the Superdrug delivery team’s first project of this scale, and it showed how undocumented cases can reshape a design even after implementation has begun. Afterwards, we established ways of working that helped the team approach complex projects more proactively and with better preparation. For me, the lesson was to bring dependencies and complex cases into the conversation earlier, while keeping the longer-term customer experience visible when release scope had to change.
Further recognision
The research-led work received Distinguished Luminary recognition at the Illumi Awards 2026.
05Results and reflection
What improved and what the project changed
I benchmarked the purchase journey before and after release to assess whether the earlier research concerns had been addressed. Mobile QX Score rose from 85 to 89; desktop rose from 91 to 93.
The clearest attitudinal changes were in mobile usability and desktop trust, each increasing by 10 percentage points. These supported the design direction, although desktop checkout task completion fell from 100% to 97%. I considered completion alongside perceptions rather than treating it as proof that customers understood the journey.
Commercrial Metrics
Measured outcome
+6.5pp
Average Weekly Checkout Conversion
Measured outcome
+9pp
Order and Collect Adoption
The commercial comparison added evidence from live behaviour: average weekly checkout conversion increased by 6.5 percentage points year on year, while adoption of the most effective Order & Collect option increased by 9 percentage points. Together, these findings supported the direction of the work, while leaving room for further improvement.
Learnings
Beyond the interface, the project changed how we approached delivery. This was the Superdrug delivery team’s first project of this scale, and it showed how undocumented cases can reshape a design even after implementation has begun. Afterwards, we established ways of working that helped the team approach complex projects more proactively and with better preparation. For me, the lesson was to bring dependencies and complex cases into the conversation earlier, while keeping the longer-term customer experience visible when release scope had to change.
Further recognision
The research-led work received Distinguished Luminary recognition at the Illumi Awards 2026.
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