Designing a better stay

I owned the design across the customer website and role-specific operational experiences. I spoke with admins and villa partners, including service providers, mapped the system, and designed the flows and interfaces. Time constraints and limited client documentation meant prioritizing confirmed business rules for the MVP.

As the client took on more properties and partner services, coordination became more demanding. Admins worked across separate tools, local providers had limited direct access to customers, and guests needed help finding both a suitable villa and services for their stay. My scope covered the customer experience and the operational tools behind it.

I spoke with the client’s admins and villa partners to understand their needs and how properties and services were coordinated. I used these conversations to map the overall system and distinguish customer decisions from operational tasks. This gave the design a structure grounded in the work it needed to support.

A guest choosing a villa and an admin coordinating a booking need different information. I mapped separate journeys around each role: discovery and service selection for customers; bookings, guests, services, and finances for admins; property and revenue visibility for villa partners; appointment management for service providers. The design challenge was keeping these experiences connected without giving everyone the same interface.

The customer experience brings villa discovery and local services into the same journey. Guests can explore properties, compare amenities, check availability, and discover providers without starting their planning again elsewhere. The purpose was to make the next step clearer while giving local services a place within the stay experience.

I explored AI assistance for both customers and operations teams, including the KEY assistant concept.

The assistant concept sits alongside the task it supports: helping a guest understand options or helping an admin access operational information. The exploration defines an assistance direction; its effect on task completion has not been established.

Time constraints and limited client documentation shaped the MVP. I worked from confirmed business logic and available requirements to define the first version. The documented scope includes three dashboards for admins, villa partners, and agents, one app for service partners, and a customer-facing website.

The customer journey and the operational journey serve different priorities. I separated them by role while connecting the underlying booking and service context. For the MVP, confirmed workflows took priority over unresolved requirements. This made the first version more clearly bounded.

Conversion improved following the redesign. The quantitative comparison is pending documentation, so I am presenting the delivered experience separately from the unquantified result. Operational task time and service add-on completion remain useful areas for further evaluation.

Conversion is the primary customer outcome reported for the redesign. To interpret the improvement, the final result needs the same completion event and eligible audience on both sides of the comparison. Admin efficiency and service add-on completion are separate questions; they have not been established by the conversion result.