[{"_1":2},"routes/case-study",{"_3":4},"data",{"_5":6,"_7":8,"_9":10,"_11":12},"unlocked",true,"cs",{"_16":436,"_18":103,"_20":437,"_22":438,"_24":535,"_26":536,"_28":220,"_34":445,"_36":446,"_38":447,"_40":537,"_538":539,"_540":532,"_541":542,"_543":500,"_544":545,"_546":547,"_548":549,"_550":551,"_552":553,"_554":555,"_556":557,"_558":559},"meta",{"_16":436,"_18":103,"_20":437,"_22":438,"_24":439,"_26":440,"_28":29,"_30":441,"_442":443,"_32":444,"_34":445,"_36":446,"_38":447,"_40":448,"_44":449},"more",[13,14,15],{"_16":320,"_18":144,"_20":321,"_22":23,"_24":322,"_26":323,"_28":324,"_221":320,"_32":325,"_34":326,"_36":327,"_328":329,"_38":39,"_40":330,"_42":226,"_331":332,"_44":333},{"_16":215,"_18":130,"_20":216,"_22":217,"_24":218,"_26":219,"_28":220,"_221":215,"_32":222,"_34":223,"_36":224,"_38":39,"_40":225,"_42":226,"_44":227},{"_16":17,"_18":19,"_20":21,"_22":23,"_24":25,"_26":27,"_28":29,"_30":31,"_32":33,"_34":35,"_36":37,"_38":39,"_40":41,"_42":43,"_44":45},"slug","timesheet","order","03","title","The timesheet kept getting more complicated. The interface didn't have to.","client","Toggl 2.0","discipline","Product design · continuous ownership","tags",[212,213,214],"cover","stack","loop",{"_79":193,"_81":194,"_195":196,"_197":198,"_199":200,"_85":201,"_87":201,"_202":203},"logo",{"_79":189,"_81":190,"_83":23,"_85":191,"_87":192},"accent","#4A5578","accentBright","#8B96C4","accentInk","#FFFFFF","cardSummary","Five months on one surface. As the Timesheet grew from a flat entry grid to four levels of grouping and richer summaries, the work was deciding what people needed to see, and when.","lockNote","Shipped client work. The write-up quotes production internals, so it's shared on request rather than published.","head",{"_46":6,"_47":48,"_49":50,"_20":51,"_52":53,"_54":55,"_56":57,"_58":59},"carriesEvidence","context","Timesheet · Toggl 2.0 · Web app","eyebrow","Five months on one surface.","The timesheet kept getting more complicated.\nThe interface didn’t have to.","lede","From an MVP time-entry surface to grouped rows, deeper hierarchy and richer summaries, I kept evolving the Timesheet as its complexity grew — using research, product critique and production prototypes to decide what users needed to see, and when.","proof",[172,173,174,175],"facts",[158,159,160,161],"process",{"_20":60,"_61":62},"One surface. Researched, grouped, tested in the product, shipped.","stages",[63,64,65,66,67,68],{"_69":144,"_71":145,"_73":146,"_75":147,"_148":149},{"_69":130,"_71":131,"_73":132,"_75":133,"_77":134},{"_69":19,"_71":118,"_73":119,"_75":120,"_77":121},{"_69":103,"_71":104,"_73":105,"_75":106,"_77":107},{"_69":94,"_71":95,"_73":96,"_75":97},{"_69":70,"_71":72,"_73":74,"_75":76,"_77":78},"n","06","name","Ship","sub","Four grouping modes · 31 files · PM + engineering review","item",{"_79":89,"_81":90,"_83":91,"_85":92,"_87":93},"art",{"_79":80,"_81":82,"_83":84,"_85":86,"_87":88},"src","/tiles/timesheet-story/05-ship.webp","srcDark","/tiles/timesheet-story/05-ship-dark.webp","alt","The merged grouping on realistic data: Apollo Inc. and Northwind Trading with their projects, tasks and first day cells","width",620,"height",465,"/tiles/timesheet-story/items/tiers.webp","/tiles/timesheet-story/items/tiers-dark.webp","The shipped grouping: Group by Client & project, and the four levels on neutral tiers with compact, quieter logs",572,230,"05","Extend","Roll-ups, responsive behaviour, more capability",{"_79":98,"_81":99,"_83":100,"_85":101,"_87":102},"/tiles/timesheet-story/05-carry.webp","/tiles/timesheet-story/05-carry-dark.webp","The squeezed sheet: the day columns clipped at Wednesday with the totals column pinned",360,270,"04","Resolve","Experimental PR → production PR → engineering review",{"_79":113,"_81":114,"_83":115,"_85":116,"_87":117},{"_79":108,"_81":109,"_83":110,"_85":111,"_87":112},"/tiles/timesheet-story/shipped-check-light.png","/tiles/timesheet-story/shipped-check.png","The visual check before merge: the grouped view on realistic data",2000,994,"/tiles/timesheet-story/items/ship.webp","/tiles/timesheet-story/items/ship-dark.webp","Three merged pull requests",187,99,"Explore","Visual hypotheses as live toggles in the product",{"_79":126,"_81":127,"_83":128,"_85":129,"_87":129},{"_79":122,"_81":123,"_83":124,"_85":111,"_87":125},"/tiles/timesheet-story/density-console-light.png","/tiles/timesheet-story/density-console.png","The density console: the visual hypotheses as toggles over the real grouped timesheet",1020,"/tiles/timesheet-story/items/console.webp","/tiles/timesheet-story/items/console-dark.webp","The density console: neutral tiers, compact logs, tree guides and quieter log text as live switches",284,"02","Diagnose","Four levels, one visual treatment",{"_79":140,"_81":141,"_83":142,"_85":92,"_87":143},{"_79":135,"_81":136,"_83":137,"_85":138,"_87":139},"/tiles/timesheet-story/02-diagnose.webp","/tiles/timesheet-story/02-diagnose-dark.webp","The first grouped timesheet: the Slack group, its tasks and their logs sharing one visual treatment",507,380,"/tiles/timesheet-story/items/levels.webp","/tiles/timesheet-story/items/levels-dark.webp","Four levels of one grouped week — client, project, task, time log — every row in the same treatment",190,"01","Research","Screener + moderated testing set the entry rules",{"_152":6,"_79":153,"_81":154,"_83":155,"_85":156,"_87":157},"gatedArt",{"_79":150,"_81":151},"/tiles/timesheet-story/01-research-locked.webp","/tiles/timesheet-story/01-research-dark-locked.webp","fill","/tiles/timesheet-story/01-research.webp","/tiles/timesheet-story/01-research-dark.webp","Tasks logged per day across 801 screener responses: 29% log one or two, 46% three to five, 17% six to ten, 8% more than ten",1600,1200,{"_162":170,"_164":171},{"_162":168,"_164":169},{"_162":166,"_164":167},{"_162":163,"_164":165},"label","Scope","value","Research →\nUX → UI →\nmerged PR","Team","Product manager\nFront-end engineer","Timeline","Mar–Aug 2026","Role","Sole product designer",{"_164":186,"_177":187,"_162":188},{"_164":183,"_177":184,"_162":185},{"_164":180,"_177":181,"_162":182},{"_164":176,"_177":178,"_162":179},"31","unit","files touched","in the shipped implementation","+2,405","lines added","across my merged PR","801","research responses","that set the entry rules","5","months","one surface, from a flat grid to grouped hierarchy","/logos/toggl-2-dark.svg","/logos/toggl-2-0-on-dark.svg",249,60,"/tiles/timesheet.webp","/tiles/timesheet-dark.webp","poster","/tiles/timesheet-poster.webp","posterDark","/tiles/timesheet-dark-poster.webp","video",{"_204":205,"_206":207,"_208":209,"_210":211},800,"fit","contain","mp4","/tiles/timesheet.mp4","webm","/tiles/timesheet.webm","mp4Dark","/tiles/timesheet-dark.mp4","webmDark","/tiles/timesheet-dark.webm","Research-grounded","Product critique","Shipped","navigator","The pattern that outlived my involvement","Toggl","Product design · originator, then advisor",[317,318,319],"grid","story",{"_79":311,"_83":312,"_85":313,"_87":314,"_315":316},"#3F6B5C","#6FA893","Asked to redesign an onboarding screen, I argued the screen wasn't the problem. The feature navigator that came out of it ran for ten months — and a year later I went back and broke the number that had justified it.","Shipped client work. The write-up quotes production outcomes, so it's shared on request rather than published.",{"_46":6,"_47":228,"_49":229,"_20":230,"_52":231,"_54":232,"_56":233,"_58":234},"Navigator · Toggl Track · Windows desktop","Asked to redesign onboarding, I argued it wasn’t the problem.","Sometimes the right move\nis to change the question.","I turned an onboarding redesign\ninto a persistent feature navigator —\na pattern that shipped and was\nlater rebuilt for Toggl 2.0.",[288,289,290,291],[280,281,282,283],{"_20":235,"_61":236},"One pattern. Argued for, shipped, re-examined, rebuilt.",[237,238,239,240,241],{"_69":144,"_71":145,"_73":273,"_75":274},{"_69":130,"_71":265,"_73":266,"_75":267},{"_69":19,"_71":72,"_73":258,"_75":259},{"_69":103,"_71":250,"_73":251,"_75":252},{"_69":94,"_71":242,"_73":243,"_75":244},"V2","Rebuilt for Toggl 2.0 by another team",{"_79":245,"_81":246,"_83":247,"_85":248,"_87":249},"/tiles/navigator-items/v2.webp","/tiles/navigator-items/v2-dark.webp","The Toggl 2.0 desktop navigator, built by another team: Make tracking automatic, a 1 of 4 progress bar, one feature marked Done and the next with its Turn on button",432,322,"Readout","Ten months of telemetry, then the number I broke",{"_79":253,"_81":254,"_83":255,"_85":256,"_87":257},"/tiles/navigator-items/media.webp","/tiles/navigator-items/media-dark.webp","The calendar clip from the feature page: a week of events, one converted into a running Client sync entry",374,205,"V1 on Windows, four or five items, personalised",{"_79":260,"_81":261,"_83":262,"_85":263,"_87":264},"/tiles/navigator-items/panel.webp","/tiles/navigator-items/panel-dark.webp","The navigator panel: Track Navigator, its line, and the first two rows — Projects and Calendar integration",391,234,"Refuse","Not a better screen: a navigator",{"_79":268,"_81":269,"_83":270,"_85":271,"_87":272},"/tiles/navigator-items/pillHover.webp","/tiles/navigator-items/pillHover-dark.webp","The Navigator button with the pointer resting on it",152,61,"Users skip onboarding, and the tooltips too",{"_79":275,"_81":276,"_83":277,"_85":278,"_87":279},"/tiles/navigator-items/empty.webp","/tiles/navigator-items/empty-dark.webp","The Windows timer’s empty state: the laptop illustration and Let’s get tracking!",207,247,{"_162":170,"_164":287},{"_162":168,"_164":286},{"_162":166,"_164":285},{"_162":163,"_164":284},"Strategy → research →\nUX → UI → specification","Cross-product —\nWindows desktop → Toggl 2.0","V1: Aug 2025 → ~Oct 2025\nV2: Jun–Jul 2026","V1 — originator & sole designer\nV2 — advisor",{"_164":307,"_177":308,"_162":309,"_295":310,"_302":6,"_297":6},{"_164":303,"_177":304,"_162":305,"_295":306,"_302":6,"_297":6},{"_164":298,"_177":299,"_162":300,"_295":301,"_302":6,"_297":6},{"_164":292,"_177":293,"_162":294,"_295":296,"_297":6},"4","personalized features","before selection dropped away","info","Beyond the first four, selection fell to around 5%.","gatedInfo","40,647","Navigator selections","actual interaction with the system, not just exposure","Alongside 25,788 Navigator completions — feature pages read to the end. Two lifetime totals, not a funnel.","gatedValue","29%","of new Windows users","engaged with the Navigator","Started at 20.3% and reached 29%, then held around 28% for six months.","1 in 4","new users","opened the Navigator","~13.4k of ~54k onboardings over ten months.","/logos/toggl-track.svg","Toggl Track",568,367,"scale",1.5,"Scope refusal","Instrumentation","V1 → V2","goals","Goals: designing a state system, not a feature","Product design · 0→1, sole designer",[434,435,214],"orbits",{"_79":189,"_81":190,"_83":23,"_85":191,"_87":192},"#936900","#E4AC21","accentLarge","#B88400","A goal-tracking feature for Toggl 2.0, where the real design problem wasn’t the layout — it was what a goal’s state means when users can still edit the past.","pill",{"_20":432,"_73":433},{"_46":6,"_47":334,"_49":335,"_20":336,"_52":337,"_54":338,"_56":339,"_58":340},"Goals · Toggl 2.0 · Web app","From design handoff to staging in 2 working days.","I didn’t prototype the screens.\nI prototyped the product.","I took Goals from research to a complete, working experience in code — exploring behaviour, states and edge cases before development. The prototype became the team’s reference for how the feature should work.",[415,416,417,418],[408,409,410,411],{"_20":341,"_61":342},"One feature. Designed, built and tested before production.",[343,344,345,346,347],{"_69":144,"_71":145,"_73":395,"_75":396,"_77":397},{"_69":130,"_71":118,"_73":388,"_77":389},{"_69":19,"_71":374,"_73":375,"_75":376,"_77":377},{"_69":103,"_71":104,"_73":358,"_75":359,"_77":360,"_148":361},{"_69":94,"_71":72,"_73":348,"_75":349,"_77":350},"PRs → staging → beta → QA → GA",{"_79":356,"_81":357,"_83":115,"_85":116,"_87":117},{"_79":351,"_81":352,"_83":353,"_85":354,"_87":355},"/tiles/goals-process/05-ship.webp","/tiles/goals-process/05-ship-dark.webp","The create-a-goal modal from the final handoff prototype, previewing the time already logged toward the new goal",1024,768,"/tiles/goals-process/items/ship.webp","/tiles/goals-process/items/ship-dark.webp","Edge cases + badge backend alignment",{"_79":369,"_81":370,"_83":371,"_85":372,"_87":373},{"_79":364,"_81":365,"_83":366,"_85":367,"_87":368},{"_79":362,"_81":363},"/tiles/goals-process/04-resolve-locked.webp","/tiles/goals-process/04-resolve-locked-dark.webp","/tiles/goals-process/04-resolve.webp","/tiles/goals-process/04-resolve-dark.webp","The unified state matrix agreed with the backend lead: every situation for an at-least goal and a cap goal, its current badge against the proposed one",865,649,"/tiles/goals-process/items/resolve.webp","/tiles/goals-process/items/resolve-dark.webp","One column of the state matrix: Reached tinted while the period runs, Reached solid or Missed once it banks",250,145,"Build","Storybook variants + full coded prototype",{"_79":383,"_81":384,"_83":385,"_85":386,"_87":387},{"_79":378,"_81":379,"_83":380,"_85":381,"_87":382},"/tiles/goals-process/03-build.webp","/tiles/goals-process/03-build-dark.webp","Every display treatment for a goal rendered side by side in Storybook: chip strips, panel rows, ring cards and tile cards",1057,1457,"/tiles/goals-process/items/build.webp","/tiles/goals-process/items/build-dark.webp","Two goal chips with a percentage ring, one of the treatments weighed in Storybook",262,104,"Competitor research + visual state exploration",{"_79":390,"_81":391,"_83":392,"_85":393,"_87":394},"/tiles/goals-process/02-explore.webp","/tiles/goals-process/02-explore-dark.webp","The Figma exploration board: an early goals strip, the create-a-goal modal and its pickers, beside screens from competitor goal apps",1258,848,"Old Goals + user testing",{"_79":403,"_81":404,"_83":405,"_85":406,"_87":407},{"_79":398,"_81":399,"_83":400,"_85":401,"_87":402},"/tiles/goals-process/01-research.webp","/tiles/goals-process/01-research-dark.webp","The old Goals panel: four goals, each a progress ring with the hours logged against its target",1022,766,"/tiles/goals-process/items/research.webp","/tiles/goals-process/items/research-dark.webp","Three rows of the old Goals panel: a ring and a fraction each",428,328,{"_162":170,"_164":171},{"_162":168,"_164":414},{"_162":166,"_164":413},{"_162":163,"_164":412},"Research →\nUX → UI →\ncoded prototype","Product manager\nFront-end engineer\nBack-end engineer\nTech lead","5 weeks\nReleased 24 Jul 2026",{"_164":428,"_177":429,"_162":430,"_295":431,"_297":6},{"_164":425,"_177":426,"_162":427},{"_164":422,"_177":423,"_162":424},{"_164":419,"_177":420,"_162":421,"_302":6},"2,224","goals created","in the first 7 weeks","47","commits to prototype","working reference the team built from","6,266","lines in prototype","whole experience, not a sketch","2","working days","from handoff to the first build on staging","Feature-complete in one more week → one week in beta → released to all users on 24 Jul 2026.","I prototyped the product, not just the screens.","I took Goals from research to a working experience in code.","Research-led","Prototyped in code","oroom","From browsing to booking","OROOM","Web design · hospitality",[532,533,534],{"_79":524,"_195":522,"_199":525,"_85":526,"_87":527,"_528":529},"shot",{"_79":522,"_85":157,"_87":523},{"_79":518,"_83":438,"_85":519,"_87":520,"_315":521},"#c2186f","#f279b4","#fdf4f8","A hotel website rebuilt around the decision a guest is actually making — sell the stay, not the room inventory.",{"_46":6,"_47":450,"_49":451,"_20":452,"_52":453,"_54":454,"_56":455,"_58":456},"Hotel website · OROOM · Responsive web","Conversion up 6.4× after the redesign.","From browsing\nto booking","The website wasn’t failing aesthetically — it was failing strategically. Visitors kept asking the one question the site never answered: what am I actually paying for?",[502,503,504,505],[494,495,496,497],{"_20":457,"_61":458},"One website. Researched, argued for, redesigned, tested.",[459,460,461,462,463],{"_69":144,"_71":145,"_73":489,"_77":490},{"_69":130,"_71":482,"_73":483,"_77":484},{"_69":19,"_71":476,"_73":477,"_77":478},{"_69":103,"_71":470,"_73":471,"_77":472},{"_69":94,"_71":72,"_73":464,"_77":465},"Responsive, in both languages",{"_79":466,"_83":467,"_85":468,"_87":469},"/work-assets/oroom/home-after-desktop.webp","The redesigned homepage",1814,3083,"Test","Same task, before vs after",{"_79":473,"_83":474,"_85":111,"_87":475},"/work-assets/oroom/calendar-desktop.webp","The master calendar",2192,"Design","Wireframes → three moves",{"_79":479,"_83":480,"_85":111,"_87":481},"/work-assets/oroom/wireframes.webp","Wireframes of the redesigned site",998,"Define","Three pain points → how might we",{"_79":485,"_83":486,"_85":487,"_87":488},"/work-assets/oroom/google-score.webp","The Google review summary",1630,446,"Hotjar recordings + review mining",{"_79":491,"_83":492,"_85":111,"_87":493},"/work-assets/oroom/hotjar-calendar.webp","A Hotjar recording of the old calendar",937,{"_162":170,"_164":501},{"_162":168,"_164":500},{"_162":166,"_164":499},{"_162":163,"_164":498},"Research →\nUX → UI →\ndesktop + mobile layouts","CEO\nDevelopers\nMarketing team","4 months","Product designer\n& research lead",{"_164":515,"_177":516,"_162":517},{"_164":512,"_177":513,"_162":514},{"_164":509,"_177":510,"_162":511},{"_164":506,"_177":507,"_162":508},"3","more locations","opened since,\non the same design","4.5 → 8.8","average usability score","same task, before vs. after","+44%","engaged sessions","after the redesign","6.4×","conversion rate","from 0.25% to 1.85%","/logos/oroom.png",893,160,0.85,"/tiles/oroom-rooms-poster.webp",546,"/tiles/oroom-loop.webp",{"_204":530,"_206":531},1000,455,"matte","#150515","/tiles/oroom-loop.mp4","/tiles/oroom-loop.webm","Freelance","End-to-end","Conversion","Web · Research to redesign",[532,434,534],"A themed-room hotel with five-star reviews and a website converting at 0.25%. I made the case for research, then led the redesign that took conversion up 6.4×.","hook","The website wasn't failing aesthetically — it was failing strategically. Visitors kept asking the one question the site never answered: what am I actually paying for?","year","role","Product designer & research lead","timeline","team","CEO, developers, marketing team","platform","Responsive web (Czech + English)","heroLoop",{"_79":807,"_195":808,"_85":157,"_87":809,"_83":810,"_528":529},"metrics",[801,802,803],"inShort",[789,790,791,792],"execSummary",{"_781":782,"_783":784,"_785":786,"_787":788},"tldr",[757,758,759,760,761,762,763,764],"blocks",[560,561,562,563,564,565,566,567,568,569,570,571,572,573,574,575,576,577,578,579,580,581,582,583,584,585,586,587,588,589,590,591],{"_592":599,"_162":754,"_601":755,"_621":756},{"_592":593,"_162":750,"_596":751},{"_592":593,"_162":746,"_596":747},{"_592":599,"_162":145,"_601":744,"_621":745},{"_592":593,"_162":639,"_596":742},{"_592":687,"_663":6,"_79":491,"_83":740,"_610":741},{"_592":593,"_162":737,"_596":738},{"_592":603,"_604":729},{"_592":593,"_162":725,"_596":726},{"_592":599,"_162":482,"_601":723,"_621":724},{"_592":647,"_162":712,"_649":713},{"_592":593,"_162":707,"_596":708},{"_592":647,"_162":696,"_649":697},{"_592":593,"_162":693,"_596":694},{"_592":599,"_162":476,"_601":690,"_621":691},{"_592":687,"_663":6,"_79":479,"_83":688,"_610":689},{"_592":593,"_162":683,"_596":684},{"_592":603,"_663":6,"_604":675},{"_592":660,"_162":670,"_20":671,"_663":6,"_654":672,"_79":673,"_83":674},{"_592":660,"_162":666,"_20":667,"_663":6,"_654":668,"_79":645,"_83":669},{"_592":660,"_162":661,"_20":662,"_663":6,"_654":664,"_79":473,"_83":665},{"_592":599,"_162":657,"_601":658,"_621":659},{"_592":647,"_162":648,"_649":650},{"_592":599,"_162":642,"_601":643,"_621":644},{"_592":593,"_162":639,"_596":640},{"_592":603,"_604":630},{"_592":624,"_625":626,"_627":628,"_541":629},{"_592":599,"_162":619,"_601":620,"_621":622},{"_592":593,"_162":615,"_596":616},{"_592":603,"_604":605},{"_592":599,"_162":600,"_601":602},{"_592":593,"_594":6,"_162":595,"_596":597},"kind","prose","claim","The lasting lesson","paragraphs",[598],"It wasn't a design technique. It was that the highest-leverage move available to a designer is sometimes *creating the mandate* — the research that made this redesign possible existed because I argued it should.","chapter","Lessons","summary","The highest-leverage move was creating the mandate.","figureGrid","images",[606,607],{"_79":612,"_83":613,"_610":614},{"_79":608,"_83":609,"_610":611},"/work-assets/oroom/room-after-mobile.webp","The redesigned India room page on a phone: a short intro, a Book the room button, a gallery and grouped details","caption","After.","/work-assets/oroom/room-before-mobile.webp","The old Persia room page on a phone: a hero photo followed by a long list of what's included","Before.","The room page",[617,618],"Before: no description of the room or the service, only a long list of included items; large, unstructured, repetitive photos; and the calendar positioned far down the page with no call to action leading to it.","After: a much shorter page, with the key information and photos grouped logically, prominent calls to action throughout, and a review section for each room.","Before and after","The room page, then and now.","image",{"_79":608,"_83":623},"The redesigned room page on a phone","quote","text","As a founder of OROOM.cz I can say that Jana helped us improve our sales funnel. We have not only happier customers but also more of them, for better acquisition costs. Jana delivered what she promised, on time and in excellent quality.","author","František Churý","CEO, OROOM",[631,632],{"_79":636,"_83":637,"_610":638},{"_79":633,"_83":634,"_610":635},"/work-assets/oroom/franchise-sites.webp","Three OROOM location homepages side by side, each on the same design with its own colour","Three more locations since, each on the same design.","/work-assets/oroom/user-feedback.webp","A customer's chat message after the launch: a compliment on the new website and the new calendar, with a screenshot of the calendar","Real users felt the change. A customer's message after launch, translated from Czech.","",[641],"Conversion went from 0.25% to 1.85% — a 6.4× improvement. Engaged sessions rose 44%, and sessions with engagement per user rose 25%. The redesign became the template: OROOM has since opened three more locations, all on the same design.","Impact","Conversion 6.4×, engaged sessions +44%, a customer's thank-you, and three more locations on the same design.",{"_79":645,"_83":646},"/work-assets/oroom/reviews-section.webp","The reviews section with the Google badge","highlights","Testing after the redesign","items",[651,652],{"_20":509,"_654":656},{"_20":653,"_654":655},"5.8 → 8.9","body","The reservation process — calendar, date selection, the form. Average score out of 10, before and after.","Orientation on the website — the information provided, the navigation. Average score out of 10, same task, before and after.","Testing","The same tasks scored before and after: 4.5 → 8.8 on orientation, 5.8 → 8.9 on booking.",{"_79":473,"_83":474},"feature","Move 03","A master calendar","wide","A brand-new page: one clear overview of every room's availability. Pick the dates and the rooms that are taken say so; pick a room and its dates and price come up beside it. Visitors compare their options in one place and book feeling confident in the decision.","The Dates for all rooms page: a date picker and room list on the left, a month calendar with prices per night and a Book a room panel for India on the right","Move 02","Borrowed credibility","To reinforce credibility I added a familiar-looking banner with the real-time Google rating, showcasing the consistent five-star feedback, and a reviews section — placed where the recordings showed people hesitating.","The reviews section: three five-star Google reviews with the reviewers' names, and a Google Maps badge reading 5.0 from 339 reviews","Move 01","Sell the experience, not the room","Designed to communicate the value of the experience and evoke emotion. Every room is a story: the list shows them as film strips, monochrome until the pointer rests on one, so the price has a visible justification before the visitor reads a word.","/work-assets/oroom/rooms-hover.webp","The rooms list on the redesigned homepage: Japan, Havana and India as wide film strips, Havana in full colour under the pointer with an Explore button",[676,677],{"_79":466,"_83":681,"_610":682},{"_79":678,"_83":679,"_610":680},"/work-assets/oroom/home-after-mobile.webp","The redesigned homepage on a phone","The same page on a phone.","The redesigned homepage on desktop: Enter together another world, what to expect at OROOM, and the rooms","The redesigned homepage.","Redesign kickoff",[685,686],"My role extended beyond the design screen; I was the glue that held the team together. I set the tone for the redesign by aligning the visual direction with stakeholder input and the franchise owners' feedback, and worked closely with the developers on feasibility — streamlining the workflow and keeping revision time down.","The early designs leaned on emotional design: immersive visuals and copy that spoke directly to the visitor's desire for adventure. The aim was a visceral response — making people feel they were already part of the experience before they had booked.","figure","Hand-drawn low-fidelity wireframes of the homepage, rooms list, calendar and booking form","Low-fidelity: hand sketches of the homepage, the rooms, the calendar and the reservation form.","Sketches, a kickoff with the franchise owners, and a redesign built on three moves: sell the experience, borrow the credibility, one master calendar.",{"_79":673,"_83":692},"The rooms list, Havana lit under the pointer","Presenting to leadership",[695],"Presenting this to leadership was the project's turning point. I demonstrated the disconnect between the website's current state and its customers' needs, and outlined the actionable insights that would drive the redesign. The disconnect was suddenly undeniable, and the redesign got full endorsement.","Opportunities into features",[698,699,700],{"_20":705,"_654":706},{"_20":703,"_654":704},{"_20":701,"_654":702},"A tool for room comparison","An accessible overview page of all rooms and dates.","Trust-building elements","Verified customer reviews, in the places where the doubt appears.","Service value explanation","Justify the premium price by making the benefits visible.","How might we",[709,710,711],"…help users understand the added value of the experience?","…enhance the website's trustworthiness and credibility?","…help users easily compare room options and make a decision?","Three pain points",[714,715,716],{"_20":721,"_654":722},{"_20":719,"_654":720},{"_20":717,"_654":718},"Booking frustrations","Challenging to compare room options and available dates.","Low credibility","Difficult to believe the business was legitimate.","Unclear offering","Visitors struggled to see the value of the stay.","Three pain points, three how-might-we questions, three features — and the presentation that turned leadership around.",{"_79":485,"_83":486},"What the data said",[727,728],"The website wasn't failing aesthetically; it was failing strategically. Potential customers were left wondering: *what am I paying for?* Stakeholder interviews, user research, testing and analytics built a more complex picture, and it was clear a surface-level redesign wouldn't take us where we needed.","The service was intriguing, but users didn't understand what they were paying for — and that uncertainty created hesitation at the critical decision points.",[730,731],{"_79":485,"_83":735,"_610":736},{"_79":732,"_83":733,"_610":734},"/work-assets/oroom/booking-score.webp","OROOM's Booking.com score card: 9.2, Fantastic, with high marks for personnel, comfort and location","Booking.com.","OROOM's Google review summary: 5.0 stars","Google Maps.","Online presence",[739],"Yet the hotel excelled at exactly the thing the website failed to convey. 5.0 on Google Maps, 9.2 on Booking.com — the trust signals existed; the website simply never showed them.","A frame from a Hotjar session recording: the old booking calendar with the visitor's cursor trail scribbled over the dates","From the Hotjar recordings: a visitor selecting dates with no visible feedback, and leaving convinced their clicks did nothing.",[743],"Ten moderated usability sessions, stakeholder interviews, Hotjar recordings, and analytics told one coherent story. First-time visitors doubted the business was legitimate. They couldn't figure out what the premium price actually bought. And they couldn't compare rooms and dates — session recordings showed people selecting calendar dates that gave no visible feedback, then leaving, convinced the site was broken.","Ten usability sessions, Hotjar recordings and analytics: visitors doubted the business, couldn't see the value, and clicked a calendar that gave nothing back.",{"_79":491,"_83":492},"The first challenge was the mandate",[748,749],"There was no design brief. Convincing the leadership to invest in UX research and a potential redesign was the first challenge: I reached out to OROOM myself and presented the case for thorough research, data-driven design, and what it could return.","I wasn't just a designer; I was an advocate for change. I introduced structured UX practices, ran the company's first structured customer interviews and usability tests, and led a cross-functional team to implement the changes across the Czech and English versions of the site.","Context",[752,753],"OROOM sells immersive themed hotel stays — a night in \"India\" or \"Japan\" with role-play stories and costumes. The rooms had five-star reviews on Google and Booking.com; the website had a ~90% bounce rate. The experience was extraordinary and the site made it look ordinary.","Imagine booking a room that takes you to another world — and a website that struggled to capture any of that magic, leaving potential customers confused and disengaged. That's where I came in.","Overview","A themed-room hotel with five-star reviews and a website converting at 0.25%. There was no brief; I made the case for one.",{"_79":466,"_83":467},{"_592":599,"_162":779,"_601":780},{"_592":593,"_162":639,"_596":777},{"_592":599,"_162":774,"_601":775,"_621":776},{"_592":660,"_162":670,"_20":671,"_663":6,"_654":772,"_79":673,"_83":674,"_610":773},{"_592":660,"_162":666,"_20":667,"_663":6,"_654":770,"_79":645,"_83":669,"_610":771},{"_592":660,"_162":661,"_20":662,"_663":6,"_654":768,"_79":473,"_83":665,"_610":769},{"_592":599,"_162":766,"_601":767},{"_592":624,"_625":765,"_627":628,"_541":629},"Jana helped us improve our sales funnel. We have not only happier customers but also more of them, for better acquisition costs. She delivered what she promised, on time and in excellent quality.","The client","The CEO, on what it changed.","One overview of every room's availability, replacing a room-by-room guessing game. Pick the dates and the rooms that are taken say so; pick a room and its dates and price come up beside it. The single biggest fix for the \"I can't compare my options\" failure.","Dates for all rooms — the page that didn't exist before.","The hotel already had the trust signals; the site just hid them. A familiar-looking banner with the live Google rating and verified reviews, placed at the exact decision points where hesitation showed up in the recordings.","Reviews pulled from Google, with the rating badge visitors already know how to read.","Rebuilt the value story around what the night actually feels like. Every room is a story, monochrome until you reach for it — immersive visuals and copy aimed at the visitor's desire for adventure, so the premium price has a visible justification.","The rooms list. Each strip is a still from the room's own story; the hovered one comes into colour.","Three moves","Sell the experience, borrow the credibility, one master calendar.",{"_79":673,"_83":692},[778],"There was no design brief. I approached OROOM myself, presented the case for structured UX research, and got a mandate that grew into leading the full redesign — research, design, and implementation alongside the developers, in Czech and English. Before this engagement the company had never run a customer interview.","My role","There was no brief. I made the case for research, then led the redesign with the developers.","problem","OROOM sells immersive themed hotel stays — a night in \"India\" or \"Japan\" with role-play stories and costumes. Five-star reviews on Google and Booking.com; a website converting at **0.25%** with a ~90% bounce rate. Visitors couldn't tell what the premium price bought, doubted the business was real, and couldn't compare rooms and dates.","users","Couples booking a one-night themed stay — most of them first-time visitors deciding whether an unusual concept at a premium price was worth trusting. In Czech and in English.","solution","I made the case for research first, then led the redesign around three moves: **sell the experience** rather than the room inventory, **borrow the credibility** the hotel already had on Google and Booking.com, and **one master calendar** to compare every room's availability at once. Shipped with the in-house developers, responsive, in both languages.","impact","Conversion **0.25% → 1.85%** (6.4×), engaged sessions **+44%**, and the usability score on the same orientation task **4.5 → 8.8 out of 10**. OROOM has since opened three more locations on the same design.",{"_162":799,"_654":800},{"_162":797,"_654":798},{"_162":795,"_654":796},{"_162":793,"_654":794},"What changed","Conversion **0.25% → 1.85%** (6.4×), engaged sessions **+44%**, and the usability score on the same task **4.5 → 8.8**. OROOM has since opened **three more locations** on the same design.","The approach","I started from **recordings and reviews** rather than opinion, and tested the **same orientation task before and after**. Shipped with the in-house developers, responsive, in **Czech and English**.","What I designed","Three moves: **sell the experience** rather than the room inventory, **borrow the credibility** the hotel already had on Google and Booking.com, and **one master calendar** to compare every room’s availability at once.","The brief","There wasn’t one. I approached OROOM myself and made the case for **structured UX research**, which grew into leading the **full redesign** — research, design and implementation alongside the developers.",{"_164":515,"_162":806},{"_164":512,"_162":805},{"_164":509,"_162":804},"average usability score, same task, before vs. after","engaged sessions after the redesign","conversion rate — from 0.25% to 1.85%","/work-assets/oroom/hero-loop.webp","/work-assets/oroom/hero-poster.webp",410,"The redesigned OROOM site in motion: the rooms lighting up under the pointer, a booking on the master calendar, and the Google reviews badge"]