Executive summary
The business asked for loyalty. Customers needed a clearer way to understand value.
Rewards already existed across promotions, CRM, games, and product surfaces. What customers lacked was a reliable answer to four questions: What do I have? Where do I stand? What can I do next? Why should I return?
I led design strategy within key Casino, Growth, and Generosity areas, reframing the brief from launching another loyalty feature to improving the complete generosity journey. That frame led to four product decisions that shaped Rewards Club, reward visibility, mechanic roles, and how teams worked across touchpoints and markets.
Leadership role
Framing the customer experience and the decisions behind it
I led the design frame, shared models, and customer criteria used across the work.
- Framed the customer-comprehension problem across rewards, progress, promotions, and loyalty identity.
- Connected customer research and product analytics to decisions about visibility, progress, trust, and return behavior.
- Used shared models to align product, loyalty, marketing, CRM, analytics, engineering, and operations.
Promotions
Where am I in the promotion?
Product context
How does this connect to the rest of the experience?
Design decision 1
Give customer value a home.
- Pain point:
- Rewards, progress, and promotions did not have one recognizable destination.
- Craft choice:
- Establish Rewards Hub as the primary home for value, progress, and next actions.
- Tradeoff:
- Favor comprehension over promotional density.
Design decision 2
Make progress and reward status visible.
- Pain point:
- Customers could not consistently tell their promotion status, available reward, remaining requirements, or next action.
- Craft choice:
- Define context-specific status patterns across the lobby, Rewards Hub, and in-game experience.
- Tradeoff:
- Accept additional rules and operational complexity in exchange for timely, actionable status.
Design decision 3
Define the job of each generosity mechanic.
- Pain point:
- Additional promotions, rewards, and Free-to-Play mechanics risked creating more value but less understanding.
- Craft choice:
- Give promotions, rewards, Reward Box, Reward Machine, and Free-to-Play distinct roles in the customer journey.
- Tradeoff:
- Preserve the character of each mechanic while applying shared customer criteria.
Promotions
Rewards
Free-to-Play
Design decision 4
Make generosity scalable for teams.
- Pain point:
- Campaign-level creativity could create inconsistent rules, states, and customer expectations.
- Craft choice:
- Define reusable patterns and decision criteria teams could apply across product surfaces, CRM, campaigns, and markets.
- Tradeoff:
- Standardize the customer logic while preserving room for campaign and mechanic variation.
Before
After
Evidence
Results tied to the initiative that produced them
The measures span loyalty behavior, perceived generosity, CRM response, and repeat engagement.
+9% GGR
U.S. Rewards Club A/B test
Recorded during the four-month U.S. test alongside +6% APDs and +9% generosity perception.
+10% GGR
Canada A/B test
Recorded during the one-month Canada test alongside +3% APDs.
9 to 22 pts
Reward Box open rates
Recorded as 9 to 22 percentage-point higher open rates across loyalty tiers for the loyalty-branded Reward Box than the prior template.
+5%
Reward Machine weekly retention
Recorded as 5% higher weekly retention year over year for the loyalty-branded Reward Machine than the 2024 comparison.
Outcomes
A model customers and teams could follow
The work connected loyalty identity across touchpoints and gave teams shared criteria for judging customer value.
Outcome
After full launch, the share of U.S. users maintaining or increasing loyalty tier rose from 64% to 68%.
Outcome
Documented shared criteria for judging how generosity should appear across product surfaces and markets.
Director Signal
Leadership signal
Frame the customer experience before choosing the mechanic, then use shared criteria so each team can improve its part without fragmenting the whole.
What I would do differently
I would introduce shared customer-comprehension criteria earlier, before separate reward surfaces had time to develop their own logic.