Led the redesign of TicketNetwork’s pricing experience to shift from drip pricing (fees revealed at checkout) to an “All-In Pricing” model that displayed total cost upfront—beginning on the Maps page and carried consistently through checkout. The initiative required cross-functional alignment across Product, Engineering, Legal, Revenue, and Executive stakeholders.
2025
Senior Product Designer
Pricing Strategy • Conversion Optimization
An end-to-end pricing initiative to move TicketNetwork away from drip pricing (aka the classic “surprise fees at checkout”) to a true all-in pricing model—showing the full ticket cost upfront starting on Maps and carrying it through checkout. The project focused on reducing fee shock, improving trust, and creating a more honest buying experience, while also proactively aligning with evolving federal pricing transparency and compliance standards.
Increase user trust, reduce checkout abandonment, and improve overall conversion rate by eliminating pricing surprises—while proactively aligning with emerging pricing transparency regulations and compliance standards.
The first challenge was balancing transparency, revenue, and compliance. Turns out, showing people the actual price upfront can make everyone a little nervous—especially stakeholders worried about how it might impact revenue. Early conversations were… let’s call them tense. There was a real concern that surfacing full prices on Maps would make listings feel more expensive compared to competitors still using drip pricing. To move this forward, I anchored the conversation in data and experimentation. I partnered with Product and Analytics to frame this as a test, not a leap of faith—defining success metrics around conversion rate, click-through, and checkout drop-off. I also worked closely with Legal to interpret emerging federal compliance standards and translate them into actual UI requirements (not just vague “be transparent” guidance).
My role became part designer, part translator—aligning business, legal, and user needs into a single direction. The breakthrough was positioning transparency not as a risk, but as a long-term trust and conversion strategy. This wasn’t a one-screen fix. I had to rethink pricing across Maps, listings, cart, and checkout without breaking existing logic (or the business… small detail). One of the biggest “wait… what?” moments came when I realized fees were being calculated differently depending on where users entered the funnel. So technically, we were showing “all-in” pricing… but not always the same all-in pricing. Which obviously defeats the purpose. That kicked off a lot of deep dives with Engineering where we mapped the entire pricing flow end-to-end. I spent a lot of time asking questions, pressure-testing assumptions, and translating technical constraints into UX decisions, figuring out where we could centralize logic versus where we had to adapt. From there, I redesigned pricing components to be modular and reusable, so we weren’t solving the same problem five different ways across the product.
Once we introduced all-in pricing, something as basic as sorting by “lowest price” wasn’t so basic anymore—because now we were dealing with total cost instead of base price, and the two didn’t always line up. I remember digging into this with Product and realizing we had to redefine what “value” even meant in this new model. It wasn’t just a UX update—it was a logic update. We worked through different scenarios, pressure-tested edge cases, and made sure that what users saw actually matched how results were being ranked. At the same time, promotional messaging had to evolve too—we couldn’t keep calling something a “deal” if the total price didn’t reflect that. A lot of this work felt less like designing screens and more like aligning systems so the experience didn’t contradict itself.
From there, the focus shifted to consistency and scale, because once you fix pricing in one place, you realize it needs to be fixed everywhere. I quickly noticed that desktop and mobile weren’t always in sync; there were subtle differences in how totals were displayed, when fees appeared, and how prices updated. Small things, but the kind users absolutely notice (and question). I audited the experience across platforms and worked toward a standardized set of pricing components—defining how all-in pricing should show up, how fees were disclosed, and how totals behaved dynamically. I also partnered closely with Engineering during implementation to QA real-world scenarios—like partial fee loading or delayed updates—to make sure nothing broke under pressure. In the end, we didn’t just solve for one feature—we built a cohesive, scalable pricing system that could hold up across platforms and support future compliance changes without needing to start from scratch.
Good news: honesty didn’t tank revenue—it actually helped. By introducing all-in pricing earlier in the funnel, we reduced checkout drop-off caused by fee shock and made the experience feel way less “gotcha.” Users had a clearer understanding of what they were paying, which led to stronger trust and more confident decision-making. We also saw a ~2%+ week-over-week lift in conversion rate post-launch for site owners, proving that transparency can drive performance when done right. On top of that, we increased more qualified click-through from Maps to Checkout, meaning users entering the funnel were better primed to convert. As a bonus, we established scalable, reusable pricing patterns aligned with federal compliance standards—setting us up to adapt quickly as regulations (inevitably) evolve.
Led the redesign of TicketNetwork’s pricing experience to shift from drip pricing (fees revealed at checkout) to an “All-In Pricing” model that displayed total cost upfront—beginning on the Maps page and carried consistently through checkout. The initiative required cross-functional alignment across Product, Engineering, Legal, Revenue, and Executive stakeholders.
2025
Senior Product Designer
Pricing Strategy • Conversion Optimization
An end-to-end pricing initiative to move TicketNetwork away from drip pricing (aka the classic “surprise fees at checkout”) to a true all-in pricing model—showing the full ticket cost upfront starting on Maps and carrying it through checkout. The project focused on reducing fee shock, improving trust, and creating a more honest buying experience, while also proactively aligning with evolving federal pricing transparency and compliance standards.
Increase user trust, reduce checkout abandonment, and improve overall conversion rate by eliminating pricing surprises—while proactively aligning with emerging pricing transparency regulations and compliance standards.
The first challenge was balancing transparency, revenue, and compliance. Turns out, showing people the actual price upfront can make everyone a little nervous—especially stakeholders worried about how it might impact revenue. Early conversations were… let’s call them tense. There was a real concern that surfacing full prices on Maps would make listings feel more expensive compared to competitors still using drip pricing. To move this forward, I anchored the conversation in data and experimentation. I partnered with Product and Analytics to frame this as a test, not a leap of faith—defining success metrics around conversion rate, click-through, and checkout drop-off. I also worked closely with Legal to interpret emerging federal compliance standards and translate them into actual UI requirements (not just vague “be transparent” guidance).
My role became part designer, part translator—aligning business, legal, and user needs into a single direction. The breakthrough was positioning transparency not as a risk, but as a long-term trust and conversion strategy. This wasn’t a one-screen fix. I had to rethink pricing across Maps, listings, cart, and checkout without breaking existing logic (or the business… small detail). One of the biggest “wait… what?” moments came when I realized fees were being calculated differently depending on where users entered the funnel. So technically, we were showing “all-in” pricing… but not always the same all-in pricing. Which obviously defeats the purpose. That kicked off a lot of deep dives with Engineering where we mapped the entire pricing flow end-to-end. I spent a lot of time asking questions, pressure-testing assumptions, and translating technical constraints into UX decisions, figuring out where we could centralize logic versus where we had to adapt. From there, I redesigned pricing components to be modular and reusable, so we weren’t solving the same problem five different ways across the product.
Once we introduced all-in pricing, something as basic as sorting by “lowest price” wasn’t so basic anymore—because now we were dealing with total cost instead of base price, and the two didn’t always line up. I remember digging into this with Product and realizing we had to redefine what “value” even meant in this new model. It wasn’t just a UX update—it was a logic update. We worked through different scenarios, pressure-tested edge cases, and made sure that what users saw actually matched how results were being ranked. At the same time, promotional messaging had to evolve too—we couldn’t keep calling something a “deal” if the total price didn’t reflect that. A lot of this work felt less like designing screens and more like aligning systems so the experience didn’t contradict itself.
From there, the focus shifted to consistency and scale, because once you fix pricing in one place, you realize it needs to be fixed everywhere. I quickly noticed that desktop and mobile weren’t always in sync; there were subtle differences in how totals were displayed, when fees appeared, and how prices updated. Small things, but the kind users absolutely notice (and question). I audited the experience across platforms and worked toward a standardized set of pricing components—defining how all-in pricing should show up, how fees were disclosed, and how totals behaved dynamically. I also partnered closely with Engineering during implementation to QA real-world scenarios—like partial fee loading or delayed updates—to make sure nothing broke under pressure. In the end, we didn’t just solve for one feature—we built a cohesive, scalable pricing system that could hold up across platforms and support future compliance changes without needing to start from scratch.
Good news: honesty didn’t tank revenue—it actually helped. By introducing all-in pricing earlier in the funnel, we reduced checkout drop-off caused by fee shock and made the experience feel way less “gotcha.” Users had a clearer understanding of what they were paying, which led to stronger trust and more confident decision-making. We also saw a ~2%+ week-over-week lift in conversion rate post-launch for site owners, proving that transparency can drive performance when done right. On top of that, we increased more qualified click-through from Maps to Checkout, meaning users entering the funnel were better primed to convert. As a bonus, we established scalable, reusable pricing patterns aligned with federal compliance standards—setting us up to adapt quickly as regulations (inevitably) evolve.
Led the redesign of TicketNetwork’s pricing experience to shift from drip pricing (fees revealed at checkout) to an “All-In Pricing” model that displayed total cost upfront—beginning on the Maps page and carried consistently through checkout. The initiative required cross-functional alignment across Product, Engineering, Legal, Revenue, and Executive stakeholders.
2025
Senior Product Designer
Pricing Strategy • Conversion Optimization
An end-to-end pricing initiative to move TicketNetwork away from drip pricing (aka the classic “surprise fees at checkout”) to a true all-in pricing model—showing the full ticket cost upfront starting on Maps and carrying it through checkout. The project focused on reducing fee shock, improving trust, and creating a more honest buying experience, while also proactively aligning with evolving federal pricing transparency and compliance standards.
Increase user trust, reduce checkout abandonment, and improve overall conversion rate by eliminating pricing surprises—while proactively aligning with emerging pricing transparency regulations and compliance standards.
The first challenge was balancing transparency, revenue, and compliance. Turns out, showing people the actual price upfront can make everyone a little nervous—especially stakeholders worried about how it might impact revenue. Early conversations were… let’s call them tense. There was a real concern that surfacing full prices on Maps would make listings feel more expensive compared to competitors still using drip pricing. To move this forward, I anchored the conversation in data and experimentation. I partnered with Product and Analytics to frame this as a test, not a leap of faith—defining success metrics around conversion rate, click-through, and checkout drop-off. I also worked closely with Legal to interpret emerging federal compliance standards and translate them into actual UI requirements (not just vague “be transparent” guidance).
My role became part designer, part translator—aligning business, legal, and user needs into a single direction. The breakthrough was positioning transparency not as a risk, but as a long-term trust and conversion strategy. This wasn’t a one-screen fix. I had to rethink pricing across Maps, listings, cart, and checkout without breaking existing logic (or the business… small detail). One of the biggest “wait… what?” moments came when I realized fees were being calculated differently depending on where users entered the funnel. So technically, we were showing “all-in” pricing… but not always the same all-in pricing. Which obviously defeats the purpose. That kicked off a lot of deep dives with Engineering where we mapped the entire pricing flow end-to-end. I spent a lot of time asking questions, pressure-testing assumptions, and translating technical constraints into UX decisions, figuring out where we could centralize logic versus where we had to adapt. From there, I redesigned pricing components to be modular and reusable, so we weren’t solving the same problem five different ways across the product.
Once we introduced all-in pricing, something as basic as sorting by “lowest price” wasn’t so basic anymore—because now we were dealing with total cost instead of base price, and the two didn’t always line up. I remember digging into this with Product and realizing we had to redefine what “value” even meant in this new model. It wasn’t just a UX update—it was a logic update. We worked through different scenarios, pressure-tested edge cases, and made sure that what users saw actually matched how results were being ranked. At the same time, promotional messaging had to evolve too—we couldn’t keep calling something a “deal” if the total price didn’t reflect that. A lot of this work felt less like designing screens and more like aligning systems so the experience didn’t contradict itself.
From there, the focus shifted to consistency and scale, because once you fix pricing in one place, you realize it needs to be fixed everywhere. I quickly noticed that desktop and mobile weren’t always in sync; there were subtle differences in how totals were displayed, when fees appeared, and how prices updated. Small things, but the kind users absolutely notice (and question). I audited the experience across platforms and worked toward a standardized set of pricing components—defining how all-in pricing should show up, how fees were disclosed, and how totals behaved dynamically. I also partnered closely with Engineering during implementation to QA real-world scenarios—like partial fee loading or delayed updates—to make sure nothing broke under pressure. In the end, we didn’t just solve for one feature—we built a cohesive, scalable pricing system that could hold up across platforms and support future compliance changes without needing to start from scratch.
Good news: honesty didn’t tank revenue—it actually helped. By introducing all-in pricing earlier in the funnel, we reduced checkout drop-off caused by fee shock and made the experience feel way less “gotcha.” Users had a clearer understanding of what they were paying, which led to stronger trust and more confident decision-making. We also saw a ~2%+ week-over-week lift in conversion rate post-launch for site owners, proving that transparency can drive performance when done right. On top of that, we increased more qualified click-through from Maps to Checkout, meaning users entering the funnel were better primed to convert. As a bonus, we established scalable, reusable pricing patterns aligned with federal compliance standards—setting us up to adapt quickly as regulations (inevitably) evolve.