Peacock.
Principal Product Designer / Plan Picker
More than a rebrand.
A clearer subscription decision.
A rebrand became
a product question.
As the Principal Product Designer for Commerce, I worked across signup and subscription. A new visual identity gave us an opportunity to rethink one of Peacock’s most important decisions: choosing a plan.
The challenge was to bring a stronger brand expression into the experience while keeping the choice clear. Rather than treating the Plan Picker as a reskin, I focused on how people compare a plan, its benefits and its billing duration.

Make duration part
of the decision.
The Plan Picker was a critical moment for both customers and the business. I reframed the challenge around a clearer choice: help people understand monthly and annual before they commit to a plan. Working with Product, Research and Data, I explored and refined how duration, price and benefits come together.
The resulting experience drove substantial growth in annual sign-ups and free-to-paid annual upgrades, far exceeding the original adoption goal. Those gains translated into a significant increase in projected customer lifetime value. A clearer customer decision became a meaningful commercial outcome.




Historical design explorations. Pricing and placeholder copy are part of the original studies.
Solve for Peacock.
Design beyond it.
The next challenge was scale. A choice that felt simple for Peacock had to accommodate more subscription lengths, different brand identities and the demands of a TV remote. I advocated for a shared model that kept those choices visible without repeating them inside every plan card.
Patterns developed for Peacock were later reused across other brands. The work became more than a successful redesign: a flexible commerce foundation that could support different products, markets and devices while preserving a clear subscription decision.
Peacock

SkyShowtime

NOW

Connected TV / A shared foundation, adapted for Peacock, SkyShowtime and NOW.
Business outcomes are described qualitatively. Internal research findings and exact performance figures are omitted.











