End-to-end subscription product design at Alfa‑Bank

I identified the subscription as overloaded and non-differentiated by analysing user behaviour, complaints and drop-off patterns, which showed that unclear value was blocking conversions and increasing churn.

It suffered from:

• low readability;
• unclear positioning of perks;
• no meaningful differentiation between tiers;
• weak upgrade incentives.

As mentioned in the quote above, Alfa-Bank was already earning £33M a year from its premium segment and was targeting £62M. The existing subscription model had to be rebuilt into a true revenue locomotive for the business.

The bank needed:

• a tiered system with clear value ladders;
• an onboarding flow that guided users towards the right plan;
• a retention layer that reduced churn without eroding margin.

• Macro uncertainty limited perk generosity.
• Cashback caps tightened and margins were under pressure.
• UI and tech limitations restricted how much we could change the flow.
• Screens were data‑dense and the “super‑cashback” rules weren’t obvious.

I owned the end‑to‑end design work for the subscription transformation:

• Diagnosed funnel and revenue performance using behavioural and financial metrics (e.g. tier‑selection drop‑off, upgrade conversion, cashback usage and cost).
• Synthesised UX research into clear product decisions and a tiered subscription logic that stayed within margin constraints.
• Built ProtoPie prototypes to validate key interactions and comprehension before build.
• Designed within UI and tech constraints and updated the design system (tokens, components and state rules).
• Drove delivery with Engineering, Marketing, Legal and Risk.