A day to remember.
Photos to keep.

BarrelCloud sells photographs taken during leisure experiences. Visitors need to find their images, understand the available packs and complete a purchase. The business wanted more of that journey to work through self-service, with less dependence on physical sellers.

I joined as a freelance Lead Product Designer for a redesign ahead of a wider park-network opportunity. High season was approaching, development funding was limited, and the CEO had a substantial list of ideas. We needed to decide what belonged in the first release as well as how it should work.

The work covered research, information architecture, wireframes, testing, prioritisation and a reusable Figma UI kit. I also coordinated with outsourced engineering at Unow. An external Barcelona agency handled the rebrand; our interface work needed to fit that direction.

I started with the CEO’s vision and the proposed feature set. We then examined existing Amplitude metrics with help from an external research advisor. Amplitude was new to me, so I worked with someone who could help extract the data we needed.

The team translated the problems into information architecture and wireframes. Interviews and quick guerrilla tests with acquaintances and people we did not know gave us directional feedback before we moved into higher-fidelity iterations.

One important difficulty was completing photo selection and proceeding to payment. The rules were more involved than a simple gallery: a pack could contain a fixed number of photos or all eligible photos, and eligibility was tied to a person appearing in them. Group packs introduced another pricing option. The interface had to explain those relationships.

That observation gave us a concrete design problem: help someone understand what they are selecting and what the pack covers before asking them to pay.

After the early design iterations, we used Kano analysis to challenge the feature priorities. Several ideas near the top of the original list were attractive additions, while basic and performance-related needs remained underserved.

I brought that evidence back to the CEO. We agreed to reorder the MVP so the essentials came first and some attractive functionality moved to later releases. The decision helped keep the first release focused on its core value within the available budget and time.

Kano informed the conversation; delivery constraints still mattered. The practical outcome was a negotiated release order, rather than a claim that every feature in one category must always precede every feature in another.

The exported screens follow a visitor from discovery to payment and access to their photographs. The useful unit of design is the whole journey: each step should make the next decision understandable.

We consolidated the interface into a Figma microsystem and a functional prototype aligned with the external rebrand. Reusable patterns gave the team a common basis for forms, selection, galleries and purchasing states.

When development moved to Unow, I continued coordinating execution. My responsibility extended beyond presenting the design: I stayed involved as the agreed scope became a product.

The export set includes search-in-progress, image-detail, removal, payment and confirmation states. They make the work more concrete than a single ideal checkout screen, although exports alone cannot establish which variants reached production.

The redesign reached production, and we followed the purchase funnel and pack selection afterwards. The clearest outcome I can substantiate is the work itself: a revised MVP agreed with the CEO, a redesigned purchase journey, a reusable interface kit and continued coordination through implementation.

The available performance figures are retrospective estimates with inconsistent baselines. Expansion into more parks also complicates attribution. I am not presenting a conversion uplift as a measured result of this redesign.

The lesson I take from Barrel is about sequencing. A team can make a compelling case for an addition while the existing journey still needs attention. Kano helped us make that trade-off explicit and discuss it with the CEO before committing more development effort.