Scaling Jetpac's navigation
Restructuring Jetpac's navigation from a single-product hierarchy to a four-product structure
1 Designer
3 Engineers
1 PM
Information Architecture
Interaction Design
Built around eSIMs, expanded into four products
Starting as an eSIM app, Jetpac expanded into Voice, Lounge Access, and Fast Track, but only 3% of customers were buying anything outside of eSIMs. This case study covers how the navigation was restructured across web and app to give every product a fair chance, without displacing the one driving 95% of revenue.
Pre-launch outcomes
Voice, Lounge Access, and Fast Track now have dedicated entry points for the first time. The 3% cross-sell baseline was the direct target; post-launch conversion data to follow.
My role
Jetpac had outgrown its navigation
- 1The structure had a commercial costOnly 3% of customers were purchasing anything beyond eSIMs: Voice at 2%, Lounge Pass and Fast Track at 0.5% each. The products existed. The navigation made them invisible.
- 2No home for new productsVoice, Lounge Pass, and Fast Track had no unified entry point. On web, they were missing entirely. On app, Voice had its own tab while Lounge and Fast Track were in "Perks," only accessible as data pack add-ons.
- 3Misplaced and duplicated contentCommercial links were buried under company information. The same items appeared across the nav and footer with no clear hierarchy, creating conflicting wayfinding and no obvious path to conversion.
Make every Jetpac product as easy to find as the one everyone already knows
Website
Web allowed a full product-first hierarchy, unconstrained by a tab bar.
Competitive research & audit
I audited Jetpac's sitemap solo: 28 pages, 5 nav sections, then benchmarked against four direct competitors and a wider set of multi-product e-commerce brands. The finding was consistent: every eSIM competitor navigates like a single-product company and Jetpac wasn't one anymore.
Proposed Sitemaps
Consolidating Jetpac's navigation meant making calls about what counted as a product, what belonged in the footer, and how much the web and app could diverge. I proposed three directions to surface those trade-offs early.
CTO: Separate product pages on web make more sense than a single store destination — the store model works for app, not web.
Business: Currency and language selectors should stay separate, not grouped as a single pill.
Agreed: Lower-priority pages moved to the footer. Blog can be moved to within a nav section, reducing it from 5 sections to 4.
App
The app had more restrictions, hence requiring a different approach to the website. The bottom bar and mobile context demanded fewer, broader categories.
Aligning on the App Navigation
Three proposals came from three different parts of the team. Each reflected a different view of the app's primary job.
Proposal 3 was mine. Voice, Lounge, and Fast Track are products, not navigation categories. Everything purchasable belongs in the Store. Home, Store, Manage, Profile maps to how users think: arrive, buy, manage, account. Leadership aligned on it.
Exploring the Navigation's Visual Language
The Manage tab had no icon that clearly communicated its purpose. I explored 27 combinations of icon styles, active states, and label treatments before the team converged on a direction.
The preferred direction used an underline active state. Leadership flagged it as outdated before handoff. The final version uses colour, label weight, and a filled icon. 3 signals, so the active tab reads clearly without relying on colour alone.
Website Navigation Bar
For desktop, originally a single bar with four sections. Now a two-level structure with contextual dropdowns, Products leading for the first time.
Same four sections, different structure for mobile. A full-screen drawer contains Products, Language, Currency, and account access. Outlined below are the 3 primary changes made.
Website Search
The original search only returned eSIM destinations. The new design keeps Data results primary while surfacing Voice, Lounge, and Fast Track as a persistent column alongside.
App Navigation Bar
4 tabs: Home, Store, Manage, and Profile. Active and inactive states are distinguished through icon fill, colour, and label weight.
What I learned
- 1Don't reference the pastIn a startup, whatever is currently live becomes the default benchmark for "good." But the existing nav was built for a different version of Jetpac which was a single-product app. Treating it as a reference point anchored early conversations to incremental changes rather than the structural rethink the product needed.
- 2Reduction is a harder sell than additionGoing from 28 to ~17 pages meant convincing stakeholders to let go of pages they'd built and owned. Addition feels like progress; removal feels like loss. I underestimated how much of the IA work was change management, not just design.
- 3Handoff is not the finish lineThe underline active state for the App I designed got flagged as visually outdated before the handoff review by a stakeholder. The final version changed as a result. On a live product, the design continues to be challenged after you've marked it as complete.
