A day to remember.
Photos to keep.

BarrelCloud sells photographs captured by its automated cameras in amusement parks across Europe, especially in Spain. Visitors need to find their photos, understand the available packs and complete a purchase. The business wanted more of that journey to work through self-service, with less dependence on in-person sellers.

BarrelCloud was already operating and generating revenue when I joined as a freelance Lead Product Designer. The CEO wanted to improve the self-service purchase experience ahead of bringing the service to multiple new parks, seeking better results while reducing reliance on in-person sellers and their associated costs. With high season approaching and a limited development budget, we had to decide which changes belonged in the next release.

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 reviewed existing Amplitude data with the analyst who managed it and provided the information we needed to examine the purchase journey.

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 reprioritise the next release so improvements to the existing purchase journey came first and some attractive additions moved to later releases. That kept the redesign focused 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 redesigned experience was released into an existing, revenue-generating product, and we followed the purchase funnel and pack selection afterwards. The clearest outcome I can substantiate is the work itself: a revised release scope agreed with the CEO, a redesigned purchase journey, a reusable interface kit and continued coordination through implementation.

≈50% relative growth in purchase conversion

Operational figures reported after the release indicated approximately 50% relative growth in purchase conversion during a period of expansion into new parks.

BarrelCloud now operates in parks including Aqualand and PortAventura. My work focused on preparing the existing product for expansion and making it easier for visitors to buy their photographs independently.

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.