Personal project
2024
Your stylist, always in your pocket.
THE CHALLENGE
THE CHALLENGE
The programmes had been built in isolation over years, each owned by a different team and optimised for a different metric. There was no shared logic connecting them, no framework, and no question being asked about where a person actually was in their relationship with the brand.
The programmes had been built in isolation over years, each owned by a different team and optimised for a different metric. There was no shared logic connecting them, no framework, and no question being asked about where a person actually was in their relationship with the brand.
THE WORK
THE WORK
As sole designer, I reframed the entire CRM strategy from programme-based to journey-based, building a shared framework around user intent rather than programme logic. From that I developed a scalable template system so global markets could execute consistently without reinventing the system. Delivered to senior leadership as the strategic foundation for the 2026 CRM roadmap.
As sole designer, I reframed the entire CRM strategy from programme-based to journey-based, building a shared framework around user intent rather than programme logic. From that I developed a scalable template system so global markets could execute consistently without reinventing the system. Delivered to senior leadership as the strategic foundation for the 2026 CRM roadmap.
Problem
The problem: Too many clothes, too little time
The problem: Too many clothes, too little time
A customer who had just made a purchase could receive a re-engagement email the same day. Someone actively comparing products might get nothing at all. The system had no awareness of where people actually were.
The data confirmed what users were already feeling: most of the volume was going to the moments that drove the least value. The problem wasn't too many emails. It was that the emails were designed around programmes, not people.
A customer who had just made a purchase could receive a re-engagement email the same day. Someone actively comparing products might get nothing at all. The system had no awareness of where people actually were.
The data confirmed what users were already feeling: most of the volume was going to the moments that drove the least value. The problem wasn't too many emails. It was that the emails were designed around programmes, not people.
“You send me too many messages that say almost the same thing.”
“You send me too many messages that say almost the same thing.”
ADIDAS USER 2025
“You only show up when I’m ready to buy, not when I’m still deciding.”
“You only show up when I’m ready to buy, not when I’m still deciding.”
ADIDAS USER 2025
02.THE REFRAME
From programmes to moments.
From programmes to moments.
The shift was conceptual before it was operational. Instead of "which programme should we run?", the question became: where is this person right now, and what do they need? That reframe reorganised 33 programmes into 5 journey phases, each with a clear user intent and a defined communication purpose.
The programmes still existed, but now they lived inside a framework with shared logic. And from that framework came 3 templates: one per cluster of phases, each encoding the right tone, structure, and hierarchy, so global markets could execute without reinventing the system every time.
The shift was conceptual before it was operational. Instead of "which programme should we run?", the question became: where is this person right now, and what do they need? That reframe reorganised 33 programmes into 5 journey phases, each with a clear user intent and a defined communication purpose.
The programmes still existed, but now they lived inside a framework with shared logic. And from that framework came 3 templates: one per cluster of phases, each encoding the right tone, structure, and hierarchy, so global markets could execute without reinventing the system every time.
03.THE TEMPLATES
Structure that scales
Structure that scales
These are two of the three templates developed as part of the system, shown applied to specific programmes as proof of concept. Each template defines the structure, components, and tone for its phase. Any market team can adapt it without starting from scratch.
These are two of the three templates developed as part of the system, shown applied to specific programmes as proof of concept. Each template defines the structure, components, and tone for its phase. Any market team can adapt it without starting from scratch.
TEMPLATE 01: VALIDATE / ANALYSE
Under-served discovery intent
Under-served discovery intent
FROM
Only showing interest once the user is ready to buy
TO
Help users be confident they're choosing the right product
FROM
Only showing interest once the user is ready to buy
TO
Help users be confident they're choosing the right product
COMPONENT 01
Help on size and fit: surfaces the user's saved size and relevant fit guidance. Removes the main blocker at the comparison stage.
COMPONENET 02
Social proof: ratings and reviews positioned at the decision moment, not buried at the bottom. Reduces uncertainty without adding pressure.
COMPONENET 03
Personalised content based on interest: product image, price, and availability matched to what the user actually browsed. No generic recommendations.
COMPONENT 01
Help on size and fit: surfaces the user's saved size and relevant fit guidance. Removes the main blocker at the comparison stage.
COMPONENET 02
Social proof: ratings and reviews positioned at the decision moment, not buried at the bottom. Reduces uncertainty without adding pressure.
COMPONENET 03
Personalised content based on interest: product image, price, and availability matched to what the user actually browsed. No generic recommendations.
TEMPLATE 02 : DISCOVER & RE- ENGAGE
Untapped loyalty value
Untapped loyalty value
FROM
Sending messages that feel generic and repetitive
TO
Show recognition every time they deserved it
FROM
Sending messages that feel generic and repetitive
TO
Show recognition every time they deserved it
COMPONENT 01
Reward layer visibility: points balance, tier status, and available perks surfaced prominently. Users need to see the value they have before they can act on it.
Hint to next step: a clear, single action that moves the user forward without overwhelming them with options. Progress framing over pressure framing.
COMPONENT 03
Positive reinforcement tone: celebrates what the user has already done rather than warning what they'll lose. Language that builds the relationship instead of leveraging fear.
COMPONENT 01
Reward layer visibility: points balance, tier status, and available perks surfaced prominently. Users need to see the value they have before they can act on it.
Hint to next step: a clear, single action that moves the user forward without overwhelming them with options. Progress framing over pressure framing.
COMPONENT 03
Positive reinforcement tone: celebrates what the user has already done rather than warning what they'll lose. Language that builds the relationship instead of leveraging fear.
WHAT CHANGED
The reframe in practice
The reframe in practice
BEFORE
AFTER
STRUCTURE
STRUCTURE
33 programmes, each owned in isolation, each optimised for its own metric
33 programmes, each owned in isolation, each optimised for its own metric
5 journey phases, every programme lives within a shared system
5 journey phases, every programme lives within a shared system
QUESTION
QUESTION
“Which programme should we run?”
“Which programme should we run?”
“Where is this person, and what do they need right now?”
“Where is this person, and what do they need right now?”
TONE
TONE
Loss-framing, pressure, urgency without value
Loss-framing, pressure, urgency without value
Positive reinforcement: celebrate progress, earn re-entry, never threaten
Positive reinforcement: celebrate progress, earn
re-entry, never threaten
TEMPLATES
TEMPLATES
Each team building from scratch, no shared language
Each team building from scratch, no shared language
Phase templates: global markets can localise, the system becomes the briefing
Phase templates: global markets can localise, the system becomes the briefing
MEASURE
MEASURE
Volume and open rates
Volume and open rates
Relevance and engagement quality: CRM as a trust channel, not a volume channel
Relevance and engagement quality: CRM as a trust channel, not a volume channel