Meyd.it
Reducing friction in the browse-to-create journey for custom fashion
E-commerce · Visual discovery engine · Web app
Overview
Meyd.it is a made-to-order fashion platform that connects clients with creatives who make custom pieces for them. When I joined the team, the MVP was already live but had little traction on the client side.
In response, I focused on reducing user confusion in the core client journeys across browsing and requesting an order. The redesign removed context switching between finding inspiration, building moodboards and providing the information needed to commission a piece, cutting the browse-to-create journey from five context switches to two.
Role
UX/UI Designer
TimeFrame
Dec 2025 - Feb 2026
Tools
Figma, Framer
My role
Worked with the founder, business analysts and engineers to turn the brief into requirements.
Audited the existing MVP against usability heuristics to find friction on the client side.
Designed the information architecture and user flows for the client side.
Delivered high-fidelity UI across mobile, tablet and desktop.
Built a foundational design system covering colour, typography and core components.
Designed a responsive landing page for new visitors and investor demos.
Ran usability testing with target users to test the restructure and find what to iterate next.
Note: The redesign was handed off to development before public launch, so this case study covers the design decisions and what testing showed rather than launch metrics.
Context
Diagnosing the brief beyond the symptom
When taking on this project, the founder asked me to redesign the Home page, which was meant to be the centre of the client experience for browsing inspiration, managing measurements and creating an order.
She’d noticed new visitors weren’t staying long enough to explore. Before redesigning Home, I wanted to find out why, in case the cause sat somewhere else.
Constraints vs approaches
No direct customer access
Rely on stakeholders’ and team’s existing knowledge about the platform.
Heuristic evaluation to identify usability issues.
Competitive analysis to benchmark features and reveal opportunities.
Limited engineering capacity
Reuse existing product capabilities where possible
Approaching launch
Prioritise the core journey over lower-severity polish
Finding where to focus
The audit showed a journey held together by separate pages
I reviewed the main tasks (browsing, measurements and creating a making) against Nielsen’s heuristics to decide what was worth redesigning and testing. The most severe findings revealed:
The routes from inspiration into creation were hidden
The actions that moved someone towards an order sat inside a low-contrast dropdown. Saving an image gave no indication of where it had gone, while adding it to a making gave no clear feedback that the action had worked.
H1 Visibility of system status
H6 Recognition rather than recall
Filling in measurements was separated from the task that needed it
Measurements lived on their own page but appeared again after users saved an order draft, so related information was split across the product and entered twice.
H4 Consistency and standards
H7 Flexibility and efficiency
Creating an order request unfolded across multiple surfaces
Someone would browse Inspo, download the images they liked, enter measurements on a separate page, return to Home to begin a making, then re-upload the images they had just downloaded. The form itself asked for everything on one long page, which the founder described as having “too many things to fill in”.
H6 Recognition rather than recall
H7 Flexibility and efficiency of use
Home wasn’t fulfilling the hub role set out in the brief
Signed-in users landed on the page intended to be the centre of their experience, yet discovery content like atelier recommendations sat at the bottom. The page felt sparse, and its hierarchy didn’t reflect its job as a hub.
H4 Consistency and standards
H6 Recognition rather than recall
Key takeaway
The MVP had grown page by page as new capabilities were added. Each page made sense on its own, but the client journey cut across them, leaving related tasks and information scattered across the experience.
Competitive analysis
Comparable products gave people more to evaluate before commitment
While the audit showed where the existing experience was fragmented, competitive analysis would show me what a stronger first-time journey should look like. I looked at adjacent fashion and marketplace products for established patterns around discovery, credibility and commitment:
What this means for Meyd.it
Let people evaluate before increasing commitment
Across the examples, users could understand price, service scope, maker credibility or what they were creating before being asked for more detailed information.
Keep decision support in the moment it is needed
Pricing, previews, reviews and guidance worked best alongside the decision they informed, rather than as separate tasks.
Meyd.it already had a lot of this content, like atelier profiles and a structured brief, but it wasn’t where a first-time visitor would find it.
Redefining the focus
How might we connect discovery and creation so first-time users can explore before committing to an order?
Solution
From four overlapping pages to three clear modes
I proposed restructuring the product into three modes with one purpose each: Inspo for discovery, Create for building an order, and Collection for saved content and order management. This needed more engineering than the original Home ticket, so I made the case to the founder and lead engineer that on a two-sided marketplace, fewer published makings means fewer opportunities for creatives to quote on. They agreed the wider scope was worth it.
Trade-off
Rebuilding core pages took significant engineering time.
→ A product structure that users can understand and future features can build on.
→ Fewer context switches in the browse-to-create journey, from five down to two, so more clients can reach a published making for creatives to quote on.
Key decisions
Discovery became the entry point, with commitment moved later
The old Inspo page was a flat, tag-filtered grid of outfits. In the new IA it became the entry point for new users and the main place to explore, with sign-up deferred until someone saves or creates. The redesign had to:
Display different content types, including individual outfits, curated collections, and ateliers, in a way that felt scannable rather than overwhelming.
Drive creation actions for users who might not yet understand what the platform does.
Inspo Hub Before
Inspo Hub After
Trade-off
Create a Making went from the main CTA on Home to one of four creation options on the Inspo Hub, alongside Create a moodboard, Generate with AI and Import from Pinterest.
→ I prioritised exploration on the hypothesis that someone who had already found an idea or maker they liked would be better prepared to create.
Order creation became one connected workspace
In the new IA, order creation moved out of Home into its own workspace. While the features weren’t new, the challenge was to lay them out so someone could request an order without leaving the page. Thus, saved and uploaded images stay in a media library, moodboards can be pulled into a making, and measurement profiles can be selected inside the form, with room for several profiles when ordering as a gift. That removed the download, the re-upload and the trip to the Measurements page.
I also explored two layout directions to design the page:
After
Trade-off
Three creation modes are more complex to build than a single form.
→ They support different levels of user intent without page navigation.
Testing
Exploration held up, but Create page structure needs rework
I ran task-based usability testing with three users across the browse-to-create journey. The goals were to assess visual engagement and sign-up motivation in the Inspo Hub, how intuitive the browse, saving and create flow was, and confidence in completing a custom order. Users moved through the new structure without trouble, but got confused once they reached the Create workspace.
What held up
Users navigated the browse-to-save-to-create flow intuitively.
Users explored the Inspo Hub naturally and found the visuals engaging.
Deferred sign-up felt reasonable, not restrictive.
What needs work
Labels and form wording didn’t help users understand what they were building or which mode to use.
Users expected to be guided through the order step by step rather than facing a static form.
Next steps:
A more adaptive form structure that breaks down steps in creation.
A preview feature so users can see how their order will appear before publishing.
AI-assisted visualisation to help users picture the outfit they’re commissioning.
RETROSPECTIVE
Some learnings along the way
Prototype the words, not just the layout
I kept the form minimal to reduce cognitive load, so the wording became secondary. In testing, users relied on that wording to understand what they were building. Going forward, I’ll prototype copy alongside layout from the first round, since the words shape how people picture something that doesn’t exist yet.
What makes sense to the team doesn't always make sense to users
The three-mode split in the Create workspace felt clear internally, but testing showed users couldn’t tell when to use a Look versus a Moodboard. I’d test structural and flow decisions earlier, not just the interface built on top of them.
Revisit earlier research with new questions
When testing showed people wanted more guidance in Create, I went back to the competitive analysis to see how other products handled it. The stronger ones broke a custom order into smaller, guided steps, which hadn’t stood out the first time because I was looking for patterns around discovery and commitment. It made me realise that what I take from research depends on the question I bring to it, so the same material can be worth revisiting once the design raises new ones.
