Re-imagining Subscription Gifting
Redesigning gifting experience for 8+ Condé Nast brands to drive customer acquisition.
Condé Nast

Info
Every year, tens of thousands of thoughtful customers gift subscriptions to iconic Conde Nast brands- Vogue, The New Yorker, GQ, and more. But behind the scenes, a clunky, outdated CDS platform made sending and receiving these gifts far less joyful than it should be. This project was a complete redesign: migrating gift subscriptions for eight brands into our MarTech ecosystem, introducing smarter subscription management and a streamlined, delight-packed experience for gifters and recipients across print, digital, and bundles.
Results
Complete design handover to dev, on track for October 2025 launch
Duration
3 months
Scope
Design, Prototyping, User research, Design System, Technical specs, Cross-team collaboration
Credits
Sonakshi Sharma, Shweta Gupta, Marcella Maltese, Adam Lifshitz, Vishnu MN, Sanjana S, Luke O'Connor
Where Did Gift Subscriptions Fall Short?
CDS (Consumer Data Services) powered our gift subscriptions. We partnered with the engineering team to understand CDS technical limitations and MarTech migration opportunities
Deconstructing Great Gifting
To understand gifting patterns across the subscription landscape, we analyzed approaches from OTT platforms, digital publications, recurring product services and e-commerce brands.
The Strategic Foundation
03/10
We identified three core challenges that needed both strategic clarity and tactical solutions. This framework guided every decision from concept through delivery.
The Gift Crossroads: Plan or Card
Should gifters choose the perfect plan, or should recipients decide for themselves? We explored both approaches to find the right balance between technical feasibility, business goals, and user experience.
Leverage existing checkout components → faster to build
Proven renewal strategy
Lower technical complexity
Familiar patterns for users and internal teams
Easier redemption flow
Less recipient choice could reduce satisfaction
Gifter needs to know the recipient's preferences


Maximum recipient flexibility and choice
Potential for higher-value purchases
Familiar gift card mental model
Entirely new technical infrastructure needed
Complex redemption flow design
Unknown renewal performance
Our Approach: MVG (Minimum Viable Gift)
Deciding between gift plans vs. gift cards was not a design call alone. Cross-functional MoSCoW prioritization sessions aligned competing priorities across stakeholders.
Instead of pushing preferences, we asked: What's the smallest experience that still delivers emotional value?
Gift Subscription Journey
Disclaimer: Branded gift card visuals shown are AI-generated for project showcase purposes only—the visual designs to be implemented will be created by the Creative team. Email designs are also for demonstration purposes, with final email templates developed by the Email Ops team.
What the User Research Revealed
We put our Prototype 1 design to the test with 12 real users to validate our approach and identify areas for improvement.
Final MVP
08/10
We delivered responsive designs and detailed design specifications for both gifter and recipient flows, ready for deployment across 8+ Condé Nast brands including Architectural Digest, The New Yorker, and Vogue for the 2025 holiday season.
Reassuring users that the gift will not auto-renew, it is a one-time payment
Reassuring users that the gift will not auto-renew, it is a one-time payment
Reassuring users that the gift will not auto-renew, it is a one-time payment

Designing at Scale- Brandless architecture
09/10
Delivering designs across multiple brands required a systematic approach. Using the Verso design system, we built scalable, brand-agnostic templates where brand identities are applied through mapped tokens rather than hardcoded elements. This brandless architecture ensures consistency while allowing efficient scaling across Conde Nast's brands without rebuilding from scratch.
Key Takeaways from the Journey
10/10
Great MVPs happen when you weave together what engineering can build, what marketing needs to sell, and what users actually want—it's not about cutting features, it's about finding the sweet spot where all three align perfectly.












