UX Revamp

Overview

bsport was losing over €500k a year due to UX problems, directly driving customer churn and stalling growth. I designed and delivered a comprehensive platform revamp—driven by user research, data, and cross-functional collaboration—that resulted in €4M projected ARR growth (+25%), 50% churn reduction, and faster task completion for both users and internal teams.

Framing

Despite advanced features, bsport's B2B users faced convoluted, inconsistent workflows which fueled escalating churn. User feedback and analytics flagged major usability blockers: struggles with navigation, tedious processes, and fragmented interface patterns.

bsport's B2B product was bleeding customers due to poor UX. Despite having powerful features, we were losing to competitors with simpler, more intuitive interfaces.

Nothing is smooth. From my perspective, it's just very like, why are these extra steps in here?

Unfortunately, bsport is not quite as comprehensive as competitor and as friendly or intuitive.

We saw these patterns in nearly every core feature built in the past, and bsport didn't have the time or resources to address small pain points across a legacy system full of technical and product debt—so we needed to think big.

What did data say?

Research & Discovery

I led a comprehensive research initiative combining qualitative and quantitative methods to understand exactly where and why users were struggling.

User interviews

• Studio on-site visits and workflow walkthroughs with active users
• Exit interviews with churned customers
• Comparative analysis with competitor platforms

Quantitative Analysis

• Over 100 session recordings analyzed
• Support ticket and Feature Request categorization and pattern analysis
• Comparative analysis with competitor platforms

With the team, we found around 150 different pain points, which we sorted into a manageable backlog and prioritized according to business impact, user impact and ease of implementation, taking into account bigger picture and overall company strategic goals.

Our goal was to deliver most value quickly and iterate faster using the new Front End system.

User knowledge

While we were exploring overall visual direction, we took time to document what we know about our users. The research ranged from CSM/Sales knowledge to in-depth interviews which allowed us to do first ever version of user personas and JBTD that we needed to address.

This initial analysis helped me create a prioritization matrix for overall execution of this project. I prioritized features by usage, importance and users' sensitivity to change (we all remember first feedback Figma received after UI 3.0). In addition, we prioritized MVP improvements on every page and started working on patterns that would allow us solving problems systematically whenever possible.

Holistic solution

Consistency, scalability and pattern recognition

From research data we've seen that customers struggle to learn and onboard their staff on the platform saying that everything feels disconnected and unexpected since every feature is designed differently.

We decided to solve it by rigorously aligning domain teams working on the project to bring holistic experience and unified principles to very distinct set of products (Booking management, Finance, CRM, e-Commerce).

Diagnosing a very fragmented product

Before any first moves, we did a full inventory of components and patterns that are used on the platform and found things like: 6 different types of text inputs, inconsistent color usage, 4 different ways to use CTA button, 3 different modals etc.

We also ran heuristic evaluation of most of the user flows which consistently scored very low.

Visual direction and first tests

At first the team was only another product designer, me and a FE engineer, we laid the foundations to the project by answering first questions:

• How can we reduce the amount of steps users need to take to perform daily actions?
• How can UI and Visual design help our users work faster and easier?
• How can we transform the Front End from maintenance nightmare to a scaleable product aligned with company's fast growth?

Me and my colleague started putting sandbox ideas and checking with engineers. In parallel we were doing User Interviews and Card Sorts, checking CSM conversations and Feature requests to better understand the future product direction.

Design system

All this work laid foundations to what we ended up having as our Guiding Principles, UI components and patterns in the new design system.

The focus of the system is to build lightweight opinionated components with strong governance process to be able to iterate and deliver quickly.

Holistic solutions

Streamlining navigation

Users were reporting that they struggled to find how to sort, filter and take actions on pages, in addition, we found in User Interviews that some didn't even know that some actions existed.

Apart from improving hierarchy and naming in the side navigation, we redesigned all the headers for consistency creating 2 patterns: one for pages with lists which includes actions, filters and search and one for build-pages: actions and tabs only.

Increasing speed of operations

To change anything on their published products or classes, users had to open a static product page, find the "Edit" button and then find the property they wanted do edit.

In our observations and overall trend in support tickets, we noticed heard over and over that there are too many steps to achieve any task.

We decided to completely redesign this flow consistently on every feature. Static pages became editable with promting to save any change after editing.

This proved to be the right choice and we saw 30% increase in task speed for who used this tool for at least 1 year.

Impact

How we learned we were going in the right direction

The team aligned on the importance of tracking both user experience and business outcomes to validate the revamp's ROI. Here's how we defined and operationalized success:

✴︎ Collaborative goal-setting:

I brought together stakeholders from Product, Engineering, and Customer Success to co-create a clear metrics framework. We mapped primary pain points surfaced in user research to quantifiable KPIs.

User-level:

• Churn rate due to UX issues (monthly/quarterly tracking)
• Task completion time for critical workflows
• CSAT and customer satisfaction (post-launch pulse surveys)

Business-level:

• ARR impact from reduced churn and new acquisition
• Feature adoption rates of revamped modules

✴︎ Benchmarking & baselines:

Historical data and user feedback provided a baseline to measure meaningful change post-launch.

✴︎ Continuous measurement:

We implemeted tracking (Mixpanel and regular feedback cycles) so we could see leading and lagging indicators, not just end results.

Moving the needle

Early indicators from Q3 2025 show significant positive trends across all key metrics. Client satisfaction scores improved, with several at-risk accounts confirming renewal decisions.

Customer feedback consistently references improved navigation, more intuitive workflows, and faster daily tasks.

Good system, getting better with each update. Definitely moving in the right direction!

I think for me it's a lot more user friendly. I quite like. It's quite. I don't know what the right word is but I think I could feel like I can navigate around a lot easier.

I think it just looks easier, looks nicer. Like visually it just seems a bit more, I don't know, logical.

These and more signals indicate successful direction of the product.

The full impact analysis will be completed in Q4 2025, tracking ARR growth, churn reduction, and operational efficiency improvements over a 12-month period post-launch.

Reflections

This platform revamp was a multi-faceted learning experience, stretching my skills as both a design leader and hands-on contributor. Navigating between high-level strategy and detailed execution taught me the power of aligning stakeholders—Product, Engineering, PMs, Sales, CSM, and Marketing—behind a shared vision and clear metrics.

What I learned:

• Cross-functional collaboration is key: Bringing diverse groups together to solve urgent business problems not only improved the product, but helped me gain allies who championed major changes.
• Strategic documentation and prioritization: Building a robust prioritization matrix and documenting user knowledge early on prevented chaos as the project scaled.
• Data-driven decision making: Relying on thorough research, analytics, and continuous measurement helped us cut through assumptions and focus on impact—with quantifiable improvements to ARR, churn, and CSAT.

If I had to do it again:

• I would run shorter, more frequent delivery cycles to monitor impact and iterate faster. Long delivery phases delayed valuable feedback and slowed momentum.
• Next time for such large front-end projects, I'd upskill further in design engineering trade-offs to close gaps between design intent and technical implementation.
• I'd dedicate even more effort to rapid prototyping and internal communication, keeping teams energized and adaptive as we learn.