Redesigning International Data Pass for the way families actually travel
Rebuilt the native International Data Pass experience in T-Life so a customer could add a pass to every traveler on their family plan in one flow — ~$10M in incremental revenue per month.
~$10M
Per month2 mo
End to end1 flow
All travelersProblem
Adding an International Data Pass in T-Life was a single-line flow. A customer travelling with their spouse and kids had to run the entire purchase flow once per line — log the trip dates, pick the pass, confirm, repeat. The friction was punishing exactly the customers who generated the most revenue per trip: families travelling together.
Context
- Owned the digital purchase experience for International Data Pass inside T-Life.
- Customer data consistently showed families travel together — but the product treated each line as an independent purchase.
- The business owner of the data pass had real revenue exposure: the existing flow was meeting its number, and changes carried perceived downside risk.
- T-Life was the primary digital touchpoint for postpaid customers — any change shipped at scale immediately.
Team & scope
- Reported to
- Senior Manager, Services — T-Life
- Team
- 1 UX designer, 1 UX researcher, 2 lead engineers, 6 offshore engineers, 2 QAs.
- Directly owned
- End-to-end digital purchase experience for International Data Pass in T-Life.
- Influenced
- Roadmap alignment with the data-pass business owner and downstream billing and provisioning teams.
Approach
Started from the actual travel behavior, not the existing flow
Pulled usage and trip data with my researcher to confirm what stakeholders suspected anecdotally — families travel together, and the single-line flow was forcing them through it N times. That reframing made the redesign a revenue question, not a UX polish question.
Designed for the family-plan reality
Worked with design to build a flow where the primary purchaser picks dates, picks a pass, and selects which lines on their plan are travelling — all in one path. Simple, intuitive, and built around the job the customer was actually trying to do.
Brought the business owner along before shipping
The data-pass business owner had legitimate concern that changing a working flow could put their revenue target at risk. I walked them through the research, the user-testing results, and the projected upside until they were genuinely aligned — not just consenting. They became a partner on the launch instead of a blocker.
Shipped fast and instrumented for revenue
Discovery to launch in roughly two months. The flow was instrumented to measure attach rate, lines per purchase, and incremental revenue from day one, so the win could be defended with data the moment it materialized.
Research insight
Families travel together. The existing single-line purchase flow was effectively a per-traveler tax on the customers who generated the most revenue per trip. The redesign wasn't a UX nicety — it was unlocking revenue the product was already leaving on the table every day.
Decisions & tradeoffs
- Optimized for incremental revenue per trip, not just conversion on the primary line — the bigger lever was multi-line attach.
- Kept the existing single-line path intact so customers travelling solo had no regression in their flow.
- Invested in alignment with the business owner up front rather than shipping over their objection — the relationship was the real unlock.
The tradeoff I defended
What I'd do differently
Pushed for the family-plan reframe even earlier — the data was there to make the case from day one, and every week the old flow shipped was incremental revenue left on the table.
Tools & methods
- User research
- Usability testing
- Trip & usage analytics
- Funnel instrumentation