The organisation: TUi

TUI are one of the world’s leading leisure and travel companies operating in over 180 countries with more than 30 million customers in 31 key source markets. Their 240 brands are grouped into three sectors: Mainstream, Accommodation & Destinations and Specialist Activity.
Rob took the lead in designing and implementing a new development process, liaising with a varied group of stakeholders to quickly deliver tangible business benefits.

He has demonstrated a clear ability to understand business needs in detail, and shape propositions that work from a user perspective. His enthusiasm and passion for doing good work means that he’s not afraid to challenge and ask difficult questions – but always in a constructive manner!David, UX Manager, TUi

The brief: UX optimisation lead

The requirement for this role was threefold; firstly, to define and implement a scalable lean optimization process across the full TUi domain, secondly to put together and mentor a fledgling team consisting of QAs, BAs, developers, designers and business leads on clan mentality and the optimization process and lastly to generate an achievable, measurable backlog of multi-channel A/B and multi-variant tests.

“So, where are we at ..?”

TUi already had an optimisation strategy in place but was created organically out of necessity and not orchestration, as a result it had no structure, its output was minimal and impact negligible. As a result the business as a whole didn’t fully understand the impact of a good optimisation strategy as as such didn’t give it the consideration it was due.

Understanding the landscape

The good thing was that all the players were already in place, they simply needed a nudge in the right direction and some clear guidance on strategy and communication. And a backlog of measurable qualified tests.

Assumptions and hypothesis

The key to a good backlog is priority, does it add value to the user? is it feasible? measurable? and does it add value to the business?

The key to success with this was in preventing these cornerstones from becoming subjective, easy with points 2 & 3 but value to the user and business are a different matter.

In reframing the business input around the underlying assumption with the reversal of that assumption quantifying the business risk, it was easy then the validate the measure of value to the business.

What happens if that assumption is correct ?

Defining the solution

Due to the sensitive nature of this project I am unable to publish any details the work undertaken, its output and the resultant forecasted uplift in completed bookings. I can, however, explain about the …


… improved communication

As part of the optimisation strategy I needed people to communicate more effectively. I needed a stream of information in but there was currently nothing in place to facilitate this so as part of the implemented strategy I created an ongoing regular workshop for key product and programme individuals to attend and feed back on ideas and concerns they might have about the web domain.

… increased oversight

Communication goes both ways and it was vital to achieve whole of business buy-in that the people who needed to know what we were doing knew what we were doing. Using confluence, I created an outlet for everyone to be able to reference the work were were undertaking, what we planned to do and the output of what we had just completed. To raise awareness, we placed boards in strategic areas highlighting the work we were undertaking.

A library of hypotheses

One of the key benefits to using a web enabled knowledge management tool like confluence is its ability to tie into various areas of the business. We implemented a library to hold all the hypotheses, the related assumptions and the resultant tests so that anyone who might need guidance on a future feature could reference this against the given audience sector/platform/channel they were interested in.