Client : Boots
Project : Digital Transformation (they call it “Condor“)
Timeframe : 6 months (Jan’26 - Jun’26)
Team structure : Squads - Collaborated with Stakeholders, PM’s and Developers on a daily basis.
Role : End-to-end design for some complex journeys, reporting to Head of UX
Focus : Systems thinking, UX/UI/Journey mapping, ownership, User testing, paired with a researcher & prototyping
Delivered : Loyalty/Rewards flows, Health clubs, onboarding, PDP improvements, Click&Collect (store and airport)
AI in the workflow : Figma make, Claude Design & code, Stitch, Cursor
I’ve chosen to present the final outcome first so you can see where the project landed before diving into how it got there. In the sections that follow, I’ll walk you through my design process, key iterations, and the rationale behind the decisions that shaped the final solution.
What i have delivered
Context
Boots is going through a significant digital transformation to modernise its technology landscape and create a more connected experience for customers across its website and mobile app. Over time, the business had built up a complex ecosystem of legacy systems, with different platforms supporting different parts of the customer journey. While these systems enabled Boots to operate at scale, they also created challenges — from manual processes and slower delivery cycles to disconnected experiences across different digital touchpoints.
As part of this transformation, Boots is moving towards a more integrated Salesforce-based platform, bringing together key services, including its Rewards and Loyalty programme, which previously operated on a separate technology stack. The ambition is to create a simpler, more seamless experience for customers while giving teams a stronger foundation to build and deliver new features more efficiently.
My role in this programme sits at the intersection of design, technology, and delivery. I work closely with product, engineering, architecture, and business teams to understand how different systems connect behind the scenes and translate that complexity into simple, intuitive customer experiences.
A key part of my responsibility is ensuring that new journeys, components, and design patterns work effectively within the capabilities and constraints of the new platform. This involves looking beyond individual screens and considering the complete customer journey — understanding system dependencies, identifying potential friction points, and collaborating with teams to find solutions that work for both customers and the wider business.
Alongside strategic design thinking, I am also heavily involved in agile delivery, helping teams move from concepts to implementation while maintaining consistency and quality. This project has been an opportunity to bridge the gap between legacy technology and future-facing experiences, ensuring that the transformation delivers meaningful improvements for customers while creating a scalable foundation for Boots’ digital future.
How I identified problems: Data & analytics, user feedback on social platforms, customer feedback & support complaints, heuristic review, stakeholder & business input, and system/technical audits.
Problems : Business & User
Users weren't being recognised across web and app — Face ID wasn't enabled or prompted, making sign-up and sign-in feel disconnected.
The Advantage card, used by ~8 million users, was managed by a separate vendor and largely offline (physical cards, in-store sign-up), disconnected from the web and app experience.
VAT relief forms were outdated and too long, creating friction for customers who needed to fill them out.
Product Detail Pages had no inventory information, so customers couldn't tell if a product was actually in stock before trying to buy.
There was no way to check product availability by location — customers had no visibility into Click & Collect stock at nearby stores.Users weren't being recognised across web and app — Face ID wasn't enabled or prompted, making sign-up and sign-in feel disconnected.
The Advantage card, used by ~8 million users, was managed by a separate vendor and largely offline (physical cards, in-store sign-up), disconnected from the web and app experience.
VAT relief forms were outdated and too long, creating friction for customers who needed to fill them out.
Product Detail Pages had no inventory information, so customers couldn't tell if a product was actually in stock before trying to buy.
There was no way to check product availability by location — customers had no visibility into Click & Collect stock at nearby stores.