{"id":3440,"date":"2025-09-08T11:39:54","date_gmt":"2025-09-08T11:39:54","guid":{"rendered":"https:\/\/hughritchie.ca\/?post_type=avada_portfolio&p=3440"},"modified":"2025-09-15T15:10:26","modified_gmt":"2025-09-15T15:10:26","slug":"white-label-design-system","status":"publish","type":"avada_portfolio","link":"https:\/\/hughritchie.ca\/?avada_portfolio=white-label-design-system","title":{"rendered":"Adaptable Design System"},"content":{"rendered":"

Client<\/p><\/div><\/div><\/div>

Plusgrade<\/h1><\/div><\/div><\/div>

Date<\/p><\/div><\/div><\/div>

September 2025<\/h1><\/div><\/div><\/div>

Services<\/p><\/div><\/div><\/div>

<\/h1><\/div><\/div><\/div><\/div>
Visit site<\/span><\/a><\/div><\/div><\/div>

A failed subscription product redefined through research, testing, and
\ncross-functional alignment.<\/p>\n

A scalable framework ready for airline and hotel partners.<\/span><\/p><\/p><\/div><\/div><\/div><\/div><\/div>

Scaling Up<\/p>\n
\n

 <\/p>\n

Changing<\/p>\n

Growing<\/p>\n<\/div><\/h2><\/div><\/div><\/div><\/div><\/div>

<\/div>\n
01 \u2014<\/span><\/div>\n

Context & Problem<\/h3><\/div><\/div><\/div>

<\/h3>\n

Points, later acquired by Plusgrade, had previously launched a subscription product that failed to gain traction. Despite the growth of subscription-based offerings in travel loyalty, the initial program struggled due to unclear value communication, confusing accrual mechanics, and poor usability. Competitors were quickly entering the market with more refined products, and Plusgrade risked losing its opportunity to lead.<\/h6>\n
The challenge was not limited to customer adoption\u2014internal skepticism existed due to the product\u2019s poor track record. Leadership needed evidence that the product could succeed if redesigned. To move forward, the team had to answer two questions: Why did the original subscription fail, and how could Plusgrade deliver a viable, scalable product?<\/h6>\n<\/div><\/div><\/div><\/div><\/div>
<\/div><\/div>

<\/div>\n

02 \u2014
\nApproach<\/h3><\/div><\/div><\/div>

Clear objectives were set to regain competitive parity and validate subscriptions as a strategic revenue stream. Targets included launching with four or more airlines or hotels in 2024, achieving specific revenue goals, improving conversion, resolving user confusion, adhering to WCAG 2.1, and introducing a \u201cPerks\u201d mechanic to differentiate the product.<\/h6>\n
The approach prioritized structured research. Stakeholder groups gathered market data and partner feedback, while usability testing revealed critical flaws in the original product. A design sprint united stakeholders across the company, aligning on goals and generating a shared roadmap. This alignment helped secure organizational buy-in for the relaunch.<\/h6>\n<\/div><\/div><\/div><\/div><\/div>

Embedding design within engineering accelerated delivery, reduced rework, and built trust across risk, compliance, and technical teams.<\/h3><\/div><\/div><\/div>
\"3D<\/div><\/div><\/div><\/div>

<\/div>\n

03 \u2013
\nDesign & execution<\/h3><\/div><\/div><\/div>

The design team created and tested early mockups, focusing on clarity of offerings and transparent accrual mechanics. Iterative revisions refined these solutions into a simplified, scalable interface that addressed usability issues.<\/h6>\n
Designers were embedded into engineering, risk, and delivery teams to ensure specifications translated into execution. This embedding reduced late-stage rework, streamlined communication, and ensured compliance. By situating design within technical discussions, the project avoided typical bottlenecks and gained operational efficiency.<\/h6>\n<\/div><\/div><\/div><\/div><\/div>

Strategic objectives aligned: partner adoption, revenue growth, usability clarity, and WCAG 2.1 accessibility compliance.<\/h2><\/div><\/div><\/div><\/div><\/div>

04 \u2013
\nOutcomes and Learnings<\/h3><\/div><\/div><\/div>
Although the product had not yet launched publicly, the redesign positioned Plusgrade with a competitive framework ready for airline and hotel partners. Research validated that the original failure was design-driven, not market-driven, and the new model corrected those flaws.<\/h6>\n
For product leadership, the case demonstrates how design can influence strategic outcomes: recovering a failed product line, reducing execution risk, and aligning cross-functional teams. The main learning is that investment in research and embedded collaboration can transform organizational skepticism into confidence, while also producing a scalable product model that addresses market demand.<\/h6>\n<\/div><\/div><\/div><\/div><\/div>
<\/div><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"

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