As Aonic’s founding designer, I built the brand and digital customer experience from the ground up, then turned that foundation into reusable components that helped a small team ship, test, and adapt faster.
Aonic was starting without an established brand or visual system. I facilitated workshops with the founding team to align on how the brand should feel and how it needed to scale across products and customer touchpoints.
I translated that direction into Aonic’s first brand book, creating a shared visual foundation for the customer experiences that followed.
The first purchase experience got us to launch, but as Aonic grew it became harder to adapt to new products, promotions, and customer needs. I redesigned the buy box to make key purchase decisions easier to understand, while building a reusable structure that could evolve as the business changed.
Reorganized the hierarchy around the questions customers ask before buying: what am I getting, what does it cost, what do I save by subscribing, and why trust it.
A sticky purchase bar carries the customer’s selection down the page and lets them switch between one-time and subscription after learning more.
Reusable components let the same experience adapt across products, promotions, purchase states, and screen sizes without rebuilding each time.
I defined the behaviors and editable states the component needed, then tested and integrated it so it could be reused and updated directly in Shopify.
New-customer subscription orders rose as one-time orders declined. This work contributed to that shift.
At an early-stage company, priorities changed quickly, often starting with a business goal rather than a defined design brief. With a high degree of autonomy, I had to determine what actually needed to change in the customer experience, and what did not.
I kept the purchase experience consistent while adapting the story around it, so we could launch and test new campaigns without rebuilding the buying flow.
Website CVR over the quarter, from a 0.66% baseline to 1.01%, through a weekly testing program.
+45% CVR lift from a single A/B test.
For a subscription business, the experience does not end at checkout. I looked at retention as a journey: how could we make the value of staying visible over time, and respond more meaningfully when a customer was considering leaving?
I built the rewards experience around Aonic Credits, making the value customers earned with each purchase visible across the journey through a dedicated rewards page, lifecycle communication, and subscription touchpoints.
The original cancellation flow asked customers why they were leaving, but the answer did not change what happened next. I reworked the strategy so each reason could trigger a more relevant alternative, and if none fit, we let them go.
The goal was never to make cancellation harder. It was to address the reason someone wanted to leave when a useful alternative existed.
Subscription save rate, nearly triple where it started.
Priorities moved quickly, so I needed enough structure to stay consistent without making the experience rigid.
I learned to ask what behavior we were trying to change first, then decide what part of the experience actually needed to move.
My job was not only to execute what was asked, but to understand the goal, gather the right signals, and decide what design response made sense.