Loyalty as a product language.
ACCESS should not feel like a hidden rulebook. The experience can make tiers, privileges, invitations, and benefits easier to understand and easier to act on.
Farfetch.
Designing premium digital experiences for luxury fashion customers, connecting loyalty, private client service, concierge moments, internal tooling, and product execution.
The global platform and marketplace for luxury fashion.
Farfetch sits at the intersection of product, fashion, logistics, boutique partnerships, brand expectations, editorial desire, and high-value customer service. The experience is not only an ecommerce. It is a network of high expectations.
Hyper-personalized, curated and seamless UX for the top 10%.
Create deep, meaningful & memorable experiences (offline and online) to increase true client engagement for the top tiers, while also create features and service tools that feel coherent across customer-facing journeys and the operational layers that support them.
Offline + Online UX.
Process of work.
This was the usual way of working and thinking during my time at Farfetch.
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01
Understand users, teams and systems
Most times started the work wearing a service designer hat: what's around the benefits, the "top tier" lifestyle, also the teams supporting them, what about product and commercial teams translating business goals, and engineers into performance and behavior.
The goal was support the framing of the most important problems where expectation, quality, and operations were breaking apart, share insights and strategize with current goals.
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02
Opportunity and Ideation.
Instead of jumping into UI, I translated observations into opportunity areas: benefit awareness, emotional value of exclusivity, continuity between service and shopping, confidence at purchase moments, and the operational cost of fragmented tools.
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03
Align, influence, and reduce ambiguity.
For complex luxury experiences, the prototype was not only a design artifact. It was a negotiation tool: a way to expose product logic, content gaps, technical constraints, service assumptions, and the type of experience Farfetch wanted to stand behind.
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04
Shape all outcomes, platforms, and product direction together.
The work needed both operational logics and luxurious experiences. I would present the page with fragments of flows, interaction states, hierarchy decisions, component usage, and visual explorations that show how the experience from all perspectives became clear, elegant, and reusable.
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05
Partner with engineers and PMs through launch constraints.
Premium ideas still need to survive implementation. For initiatives like video commerce and private client journeys, the delivery work meant collaborating around platform limitations, iOS behavior, component availability, content operations, and the sequencing of a safe rollout.
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06
Experimentation and iteration.
Validate outputs with business value. Apply tactics and metrics where needed: measure feature or app onboarding, engagement, conversion, retention; also operations and service efficiency, using our best-in-class experimentation resources, user feedback and tracking data. Share learnings and identify new scenarios and opportunities.
From customer retention to facilitating workflows.
During my time at Farfetch as a Staff Product Designer, I also acted as a Design Practice Ambassador for the Lisbon office.
Beyond product delivery, I helped the team make design work more visible, map how our product design process actually worked, and create better conditions for collaboration across Product, Engineering, and Design.
This included process mapping, local show-and-tell sessions, project onboarding practices, feedback rituals, and simple ways to help teams align earlier and work with more clarity.ACCESS Loyalty Program Redesign
Private Client
Fashion Concierge
Mobile and Desktop UX/UI
Tooling
Facilitator Community
Livestreaming
Design Practice Embassador
Private client as continuity.
The strongest premium experiences feel continuous across channels: discovery, recommendation, conversation, basket, checkout, and post-purchase service.
Video commerce as assisted desire.
Stylist livestreaming can be framed less as content and more as a guided shopping moment: expert taste, live advice, chat, product context, and purchase intent in one loop.
Tooling as experience quality.
Customer-facing elegance depends on internal clarity. Better tooling can reduce friction for teams and improve the consistency of what customers receive.
Enabling designers to work to their full potential.
Acted as a Practice Ambassador for the Lisbon office. I helped the team make design work more visible, supported mapping the stages and players of our process, encourage tailored strategies for collaboration between teams.
Measurement as narrative.
The project should end by showing what changed: customer behavior, team confidence, delivery speed, engagement, conversion, or the quality of decisions after launch.
Top 1% UX are hyper-personalized, curated and seamless