Case Study

Rebuilding the front door of an iconic brand

Rebuilding the front door of an iconic brand

Webjet New Logo

The Project

Refreshing an iconic brand without breaking what worked

The existing homepage was stable, traffic, engagement and conversion all quietly performing. A bad refresh would show up in the numbers, not just feel wrong. The legacy structure couldn't carry the marketing and partner assets the business needed to grow into, and pricing, inclusions and promotional content had to hold up under regulated travel compliance. Three non-negotiable pressures at once: new identity, existing performance, future capability.

Product

New Webjet Homepage

Project

CMS Top Of Funnel Pages

Year

2025

Focus

Design Lead, Product Vision, UX Strategy, Senior Stakeholder Management, Research

The Project

Refreshing an iconic brand without breaking what worked

The existing homepage was stable, traffic, engagement and conversion all quietly performing. A bad refresh would show up in the numbers, not just feel wrong. The legacy structure couldn't carry the marketing and partner assets the business needed to grow into, and pricing, inclusions and promotional content had to hold up under regulated travel compliance. Three non-negotiable pressures at once: new identity, existing performance, future capability.

Product

New Webjet Homepage

Project

CMS Top Of Funnel Pages

Year

2025

Focus

Design Lead, Product Vision, UX Strategy, Senior Stakeholder Management, Research

Outcomes

The impact in numbers.

0%

0%

Marketing capacity increase

0x

0x

Asset creation speed

0%

0%

Observed decrease in errors

0%

0%

Better discoverability of products

Rebuilding Without Impacting Whats Working

How would you evolve a 26yr old brand to excite new and existing customers, rebuild a front-end infrastructure, and protect the business' earned revenue?


Before any visual decision landed, I aligned a risk plan across functions. With Data and Analytics, pre and post-launch tracking executives could read honestly. With Marketing Performance, success framed as a suite of metrics, not a single number, no one metric tells the truth about a brand change. With engineering, a config-level switch that could revert the experience instantly if a key metric moved the wrong way.

I pitched the strategy, migration path and risks to executive leadership via a RAID framework, so sign-off came knowing the change would be measured, monitored and reversible.

Ambitious, without being reckless.

Rebuilding Without Impacting Whats Working

How would you evolve a 26yr old brand to excite new and existing customers, rebuild a front-end infrastructure, and protect the business' earned revenue?


Before any visual decision landed, I aligned a risk plan across functions. With Data and Analytics, pre and post-launch tracking executives could read honestly. With Marketing Performance, success framed as a suite of metrics, not a single number, no one metric tells the truth about a brand change. With engineering, a config-level switch that could revert the experience instantly if a key metric moved the wrong way.

I pitched the strategy, migration path and risks to executive leadership via a RAID framework, so sign-off came knowing the change would be measured, monitored and reversible.

Ambitious, without being reckless.

Unlocking More Marketing Capability

The Solution

A modular structure giving each travel vertical its own CMS-managed homepage, compliance designed in from the start, not bolted on at QA. Front-end literacy meant I made the architectural calls alongside engineering, not after them, so the rebrand could be ambitious without quietly costing the business.

Each vertical could now run its own campaigns at pace without engineering bottlenecks and partner integrations got their own surface area. A better tracking layer, an A/B testing framework and always-on Hotjar capture went in alongside and a qualitative study with real users validated comprehension and navigation before we called the rollout a success.

The pressures were real. Brand wanted bold change, engineering wanted minimal disruption, commercial wanted zero funnel impact, compliance needed regulated pricing intact. The job wasn't averaging those into the lowest common denominator, it was finding the structural answer that gave each function what it actually needed.

Strategy, craft, and delivery, end-to-end.

Design leadership that holds the thread from problem to outcome. If you need someone who can lead from the front without losing the craft, you've found them.

2026 · Rob Nastos · Product Design Leader

Strategy, craft, and delivery, end-to-end.

Design leadership that holds the thread from problem to outcome. If you need someone who can lead from the front without losing the craft, you've found them.

2026 · Rob Nastos · Product Design Leader

Strategy, craft, and delivery, end-to-end.

Design leadership that holds the thread from problem to outcome. If you need someone who can lead from the front without losing the craft, you've found them.

2026 · Rob Nastos · Product Design Leader