Overview

Eclipse was a redesign of Wix's premium purchase flow - the company's highest-traffic and highest-revenue funnel.

More than a visual refresh, the project aimed to rethink the purchase experience and establish a scalable foundation for future experimentation, optimization, and growth.

The Challenge

When I initiated the project, the existing flow was already considered one of Wix's most optimized revenue engines. It consistently performed well, and any significant change carried substantial business risk. Despite that, I saw an opportunity to rethink the experience from the ground up - not only to modernize the user experience, but to create a more flexible platform that could support future product and business goals.

Research

I began with extensive competitive research across both direct and indirect competitors.

Beyond SaaS benchmarks, I analyzed high-performing purchase experiences from companies such as Apple, Tesla, and major airline booking platforms.

The goal was to challenge existing assumptions and identify patterns from industries that excel at guiding high-intent purchasing decisions.

These insights helped shape a new vision for what a premium purchase experience at Wix could become.

Design Approach

• Modernizing the visual hierarchy and interaction patterns
• Simplifying decision-making for high-intent users
• Increasing the perceived premium value of the experience
• Aligning the flow with Wix's evolving design language and brand system
• Creating a stronger foundation for future experimentation

Rollout

To ensure a valid A/B test against the existing experience (Sunrise), we preserved core behavioral patterns, including the above-the-fold structure and major decision points.

This allowed us to isolate the impact of the redesign itself and measure performance without introducing confounding behavioral changes.

The launch followed a gradual rollout strategy:

• Internal release to Wix employees
• Progressive expansion across entry points and markets
• Full rollout after performance stability was confirmed

Impact

The redesign successfully maintained performance across core funnel metrics while introducing a significantly updated user experience.

Results included:

• No degradation in key business KPIs
• Stable performance across critical funnel metrics
• Estimated annual revenue uplift of $1.5M
• Recognition as a strategic initiative on Wix's product roadmap

Eclipse demonstrated that even a highly optimized revenue engine could be reimagined without sacrificing performance, while creating new opportunities for future growth.

Sale version:

Product Strategy

I started by understanding how Wix users made purchasing decisions on mobile, combining product analytics, FullStory session recordings, and user behavior data to uncover friction points and optimization opportunities.

I complemented those insights with extensive competitive research across SaaS and consumer products, analyzing plan presentation, pricing communication, layouts, interaction patterns, and decision-making flows. The findings shaped the product strategy and informed every design decision.

Design Approach

The research led to several product hypotheses:

• Surfacing the recommended plan above the fold
• Introducing a horizontal carousel for plan comparison
• Replacing a dedicated billing-cycle step with an inline dropdown, combining two decisions into one
• Introducing a persistent sticky CTA aligned with native mobile behavior

I first designed the full mobile-first vision. However, because this was Wix's highest-revenue funnel, I intentionally broke it into smaller, incremental experiments. This allowed us to validate each hypothesis independently, run fair A/B tests, and minimize business risk while continuously evolving the experience.

Implementation

To accelerate delivery, I used Cursor to build the first release myself, starting from a raw responsive implementation and refining the UI, interactions, and responsive behavior until the experience matched the final designs.

This significantly reduced the gap between design and development, enabled faster iteration, and allowed us to validate ideas much earlier in the process.

After the first phase was fully rolled out, I continued leading the evolution of the experience by designing and implementing each subsequent phase, gradually introducing new mobile-first improvements validated through incremental A/B testing.

The project established a scalable experimentation framework for continuously evolving one of Wix's highest-revenue mobile experiences.

The Challenge

This project extended far beyond designing a purchase flow. The challenge was to create a seamless experience across two independent platforms while hiding the complexity of multiple backend systems and activation processes. My goal was to make the journey feel intuitive, trustworthy, and consistent from purchase through activation.

Design Approach

The first phase focused on designing the pre-purchase and purchase experience, focusing on:

• Making QuickBooks feel like a natural extension of Wix.
• Building trust through clear partnership messaging.
• Simplifying plan selection and purchasing.
• Balancing Wix and Intuit brand guidelines.
• Designing around technical constraints without exposing them to users.

Rollout

The experience launched to US users as part of the Wix × Intuit partnership.

Following launch, we monitored product analytics, collected qualitative user feedback, conducted customer interviews, and held weekly cross-company working sessions.

Post-launch

While the purchase experience performed well, the post-purchase flow introduced significant friction.

Because activation relied on multiple technical states across both Wix and QuickBooks, it was often unclear whether additional action was required or whether the process was still progressing in the background.

The challenge shifted from enabling a successful purchase to creating clarity throughout the post-purchase journey.

Joint Workshop

To tackle these challenges, Wix and Intuit brought together a small cross-functional team for a focused product workshop in New York.

Representing Wix's design team, I led the UX work on rethinking the post-purchase experience. Together, we mapped pain points, aligned on a shared vision, and defined a new direction for the product.

The solution introduced a dedicated subscription management page that served as a single source of truth for users. It provided visibility into their subscription status and enabled ongoing subscription management - all within Wix.

Beyond the Workshop

The workshop marked the beginning of a long-term collaboration with Intuit. Together, we defined a shared roadmap that extended far beyond the initial launch.

Over the following iterations, I continued leading the UX for key initiatives, including the UK launch, subscription upgrades and downgrades, QuickBooks Payroll, and a redesigned purchase flow featuring new AI capabilities.

What began as a single integration evolved into an ongoing cross-company product initiative, giving me the opportunity to shape the experience over time, learn from real user behavior, and collaborate closely with cross-functional teams across both organizations.

The Challenge

Wix Customer Care supports millions of users across hundreds of products, languages, and support channels. At the time, customer requests were routed across more than 300 product groups, requiring a sophisticated operational model to balance expertise, availability, and business priorities.

As the organization evolved, operational teams had already adopted Staffing Groups as part of their day-to-day workflows, while the product continued to rely on an outdated structure. This growing disconnect made it increasingly difficult to scale the platform, build new operational tools, or maintain consistency across routing, scheduling, dashboards, and reporting. Team Leads, for example, manually assigned experts across dozens of groups throughout their training and specialization.

The long-term vision - well before today's AI-powered operational tooling - was to establish a foundation for intelligent, rule-based automation that could monitor traffic in real time and respond automatically to changing operational conditions.

The Product Model

Rather than starting with interfaces, we first redesigned the operational foundation behind the product.

As part of a small cross-functional leadership team, I worked alongside Product, Engineering, Data, and Operations to define a new operational model that accurately reflected how the organization actually worked. The process involved months of workshops, iteration, and close collaboration to balance technical constraints, business needs, and operational workflows.

Because the new model fundamentally changed how teams operated, this wasn't only a product initiative - it also required organizational adoption. Together with Operations leadership, we introduced new workflows while evolving the product to support them.

Once the foundation was established, I designed the end-to-end product experience - from Staffing Groups management to dashboards and operational workflows - creating a shared foundation that future monitoring, routing, and automation capabilities could build upon.

Outcome

The project established the operational foundation for a new generation of Customer Care tools by aligning the product architecture with the way the organization actually operated.

More than designing new interfaces, it reinforced the importance of understanding how organizations work, aligning stakeholders around a shared operational model, and building product foundations that can evolve alongside the business.

Design Approach

Unlike traditional SaaS products, Wixel plans were differentiated by AI credits rather than feature access. I designed a purchase experience that made this new pricing model easy to understand, compare, and purchase.

As my team led a cross-company initiative to establish a shared AI monetization model across multiple Wix products, I designed the Credits Wallet - a centralized experience where users could track their remaining credits, understand their plan, and purchase more when needed.

I also established UX guidelines for communicating AI credit usage across products, defining when credit consumption should be surfaced and how it should be presented. The goal was to create a consistent experience while allowing individual products to adapt the patterns to their own user journeys.

The Challenge

Customer Care relied on more than 300 product groups. Team Leads manually assigned experts to dozens of groups across different support channels, creating significant operational overhead and making the system difficult to scale.

My goal was to translate complex business rules into a flexible system that operations teams could easily understand, configure, and evolve as business needs changed.

The Solution

As part of a small leadership team, I helped define the operational logic behind the system. We explored multiple approaches-including IVR-inspired decision trees-before converging on an ordered rule engine that balanced flexibility with usability.

Because the engine followed a first-match evaluation model, rule order became a core part of the experience. I designed the interface to make rule priority explicit, enabling operations teams to confidently understand, manage, and reorder routing behavior.

Outcome

The routing engine extended far beyond a single interface. I designed the UX across configuration tools, dashboards, transfer workflows, monitoring experiences, and management interfaces to support the new routing model throughout the platform.

The project established a shared operational foundation for future monitoring, optimization, and rule-based automation. Immediately after launch, direct transfers to the right available expert increased from 15% to 40%, reducing wait times and improving the transfer experience.