Hillarys.co.uk
As Design Lead for Hillarys product team at Code, I shape customer experiences that balance user needs with commercial goals. I build trust through insight, lead research and testing, and create meaningful design outputs. Through collaboration and workshops, I drive innovation and deliver impactful, user-centred solutions that work for both the business and its customers.
Skills and Experience
Building Real Partnerships
1
I focus on building honest, high-trust relationships with clients. I make sure they know I understand their brand as well as they do, so we’re always pulling in the same direction.
Research that Actually Matters
2
I design and plan user research programmes to de-risk product decisions and transform complex user behaviors into actionable roadmap priorities.
Data-Informed Decisions
3
I use behavioral data and performance metrics to find new opportunities, validate our ideas, and make sure the product is hitting its commercial targets.
Scalable Design & Delivery
4
I oversee the full design lifecycle, from initial concepts to polished UI, while managing design systems that help the team stay consistent and move faster.
I act as the bridge between user needs, technical feasibility, and business KPIs to make sure we’re shipping high-quality work on time and on budget.
I facilitate workshops and collaborative sessions that bring cross-functional teams together to solve tough problems and spark new ideas.
Balancing Constraints
5
Leading Collaborative Innovation
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Customer Journey Map
Research Analysis
Case study highlight
Homepage redesign
The problem:
The Hillarys homepage had started to lose its way. Over time, multiple departments had been adding their own content and requirements, which left the page feeling cluttered and without a clear strategic direction.
To break this deadlock and prove we needed a more focused approach, I set up a survey and preference test comparing the existing page against a new, streamlined concept. I needed objective user data to show the business that "less is more" and that a redesign was the right move for the brand.
My approach:
My goal was to reclaim the homepage as a clear entry point for the customer, but getting stakeholder buy-in was proving tricky. To bridge the gap, I designed a contemporary layout that simplified the messaging and surfaced the unique Hillarys service, effectively cutting through the 'noise' of competing departmental interests.
The results:
By providing a unified direction backed by data, we saw a significant performance lift:
+8.2% increase in overall conversion rate.
+6.9% increase in sample request conversion.
-3.1% reduction in exit rate.
Case study highlight
Shutters Journey redesign
The problem:
Despite being a key product, the Shutters onsite journey had been overlooked, leading to a confusing user experience and a lack of clear content hierarchy. We identified this as a high-opportunity area that needed dedicated attention to better guide users through the funnel.
My approach:
I led a three-month intensive project involving user testing, "Day Zero" workshops, and iterative onsite experimentation. We redesigned the full three-page journey with a focus on:
Navigational Clarity: Creating a new landing page to segment users by shutter type immediately.
Visual Communication: Using custom iconography to explain complex product differences.
Value Proposition: Strengthening the messaging around the service's USPs and the long-term quality (longevity) of the product.
Simplicity: Stripping back the Product Detail Page (PDP) to focus on essential information.
The results:
The optimization had a massive impact on both user behavior and the bottom line:
+12.48% increase in user-to-lead conversion rate
Through research, data analysis, and design leadership, I’ve helped Hillarys deliver experiences that delight customers and achieve measurable business results.
Hillarys Account Area
The Problem
Research revealed significant gaps in the Hillarys post-purchase experience. Customers had no visibility of when their order would be processed or fitted, no way to track progress, and were expected to pay over the phone through the call centre. There was no retention programme in place and no way to bring customers back after their first purchase.
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