Previous freelancers, agencies, and temporary designers made the design for the Calvin Klein website. This resulted in a poorly designed website with no cohesive style. What we wanted to accomplish was to start fresh and make truly customer-centric designs.


The target users of Calvin Klein are young fashion-forward customers who are not afraid to express themselves. These customers have a strong preference for mobile-first, quick, direct engagement.


I was the only designer in the team with occasional support from an external freelancer.

I coordinated and led all facets of design including: information architecture, user flows, interaction design, the visuals, and prototyping. I also conducted user research using methods such as interviews, surveys, internal focus groups to study both user behavior and attitudes.


Our main focus was on the Happy Path in our flow, which goes from the Homepage to Product Listing Page (PLP), then to Product Detail Page (PDP).

In the checkout we only implemented purely cosmetic updates. This was due to a shared checkout experience with Tommy Hilifger, so less focus was put on this aspect.



Gender split

96% of all our customers shop within a single-gender. Based on this insight we performed various A/B tests which showed us that the splash page as a whole improved the user experience and conversion.

Leading our users to gender landing pages allows us to create relevancy in the content provided. This is the first step towards personalization and helping our users find exactly what they are looking for. 


Users who search converted more highly than anyone else.

In the UK, a small percentage of users that were using the search functionality represented almost a quarter of the revenue! Based on this fact we ensured high visibility of the search in the menu.

Larger images

A survey shows us that over a third of underwear buyers and a quarter of apparel buyers are motivated to buy because of bigger and better product imagery. Larger imagery, less text helps users to view products and scan our offering more easily. The focus remains on primary information which is essential to the decision-making process..


For filters the greater its visibility the higher its usage. A/B tests showed us higher engagement, and if the filters are also exposed, we noticed a huge increase in clicks. Filters were also made sticky for increased usability.

Product Image

Results from a survey showed that 36% customers were motivated to buy because of the product imagery.


We noticed an increase of add-to-bag when using thumbnails instead of swatches. There was also a higher form of interaction recorded.

PLP Links

Analytics showed us that there were a lot of PDP-to-PDP visits without ever visiting a PLP. To counter this behaviour, we highlighted the product category which leads Category PLP and a brand category which leads to a branded PLP.

The brand category also educates our customer about the multiple brands that fall under the CK umbrella.


Highlighting fast-selling products or a special USP below the CTA created a sense of security and led to an increase in AOV.

Product Details

On load, the product details information is open by default whilst secondary product information remains closed. This helps to declutter the page and keep it product-focused.


During the user tests for CK set page, half of the participants of the users didn’t think it’s necessary to have detailed shipping information on the PDP directly visible. They would rather see it when they feel like they need it.

Add to bag

Add to bag triggers a slide-out that shows all the sizing options available.

Dropdown mimics native picker which creates a seamless mobile flow. By removing the old size drop-down we reduced the number of clicks during the add-to-bag process.

Tests showed a modest uplift in revenue, and a modest uplift in add-to-bag.


The overall redesign was well received within the company and by our customers. It increased communication within the company by becoming a northern star for every department.

Since the redesign required close coordination across multiple departments, personal growth wise, I learned to involve multiple stakeholders such as content team and developers as early on as possible to help refine and set expectations.