RewardPay web portal
Company: RewardPay
Success metric:~4× monthly signups
RewardPay needed more reasons for businesses to sign up and keep paying. I designed four reward partners, paid plans and referrals; monthly signups grew ~4×.
- Project Duration
- 2023–Present
- Services Provided
- Product Design, UX & UI, Marketing Collaterals
The problem
RewardPay lets small and mid-size businesses pay everyday bills — tax, payroll, rent, suppliers, super — with American Express, even where Amex isn't accepted. RewardPay takes the card, pays the supplier, and the business earns its normal Amex points.
When I started, that was the whole offer: Amex points, and no reward partners at all. To grow, RewardPay needed more reasons for businesses to sign up, and more ways to earn from the businesses already paying through it — reward points they could buy at the payment step, paid plans and referrals.
Every reward partner brings its own sign-up, rules and branding. Added one at a time, they could easily have split the portal into four mini-products and made paying a bill slower.
One product, not four
Add each partner without the portal splitting into separate mini-products.
Keep paying simple
More choice at the payment step can't turn into a slower or harder payment.
Ready for the next one
Build it so the fifth partner costs a fraction of what the first one did.
The result
Growth in monthly new-customer signups, Sep 2025 → Jul 2026 — and the growth is still speeding up.
Growth in the marketing database over nine months.
Transactions per active customer each month — businesses keep coming back, not just signing up.
The portal and campaign work I designed ran through this period, alongside new partnerships, paid acquisition and referral programs.
The product grew with it — from Amex points only to four reward partners and three paid plans.
Qantas, Velocity, ALL Accor and Luxury Escapes — up to 6 points per $1
Amex, Visa, Mastercard and pay-by-bank, across every business expense type
Free, Silver and Gold — the monthly fee buys down the processing rate
Adding four reward partners
The main thread of my work. Qantas came first and set the pattern; Velocity, ALL Accor and Luxury Escapes tested whether it held. Every partner needs a way to sign up, a page explaining it, and a payment step that shows the points and the earn rate.
First: Qantas
- Portal banner — a homepage banner explaining the partnership, with one action: connect your Qantas account.
- Linking page — a dedicated page that collects and checks what Qantas needs, including the Frequent Flyer number.
- Points tracking — a Qantas section showing points earned, and a second place to link an account.
The Qantas linking flow, from the portal banner through to connected account.
Then three more, from the same pattern
Each of the three arrived with its own rules: what you earn, what's needed to connect, how the brand appears.
- A sign-up option for each partner — connect the account, confirm what that partner requires, show whether it's linked.
- A landing page for each partner — what it is, what you earn, how to join. Used in campaigns too.
- Four brands, one product — a co-branded logo for each partner, approved by each brand team before launch.
Velocity, ALL Accor, Luxury Escapes and Qantas — built from one pattern.
At the payment step
Where the partner work turns into money. Points are a purchase, so the choice sits inside the payment without slowing it down. A business adds one or more partners to the same payment and picks an earn rate for each — the fee beside it, the points total updating live, campaign bonuses stacking on top.
Paid plans
Businesses can pay a monthly subscription for a better rate on their Amex payments — Free, Silver or Gold. The saving is a fraction of a percent against a fixed monthly fee, so whether a plan pays off depends entirely on how much a business spends. The design does that maths for them.
- Show the saving in dollars — a rate difference means nothing until it's dollars against what this business actually spends.
- Ask at the right moment — show a plan when someone is looking at what they just paid, not in a settings page nobody opens.
- Keep every rate honest — once plans exist, every rate in the portal depends on which plan you're on.
The dashboard for a customer on the Gold plan — the plan they're on stays visible alongside everything else.
Referrals and emails
A referral program
Existing customers invite other businesses, and both sides get something when the invited business signs up. I designed the flow inside the portal and the emails that carry the invitation — growth through customers rather than paid acquisition.
- Inviting from inside the product — the invite lives where customers already are, not in a separate campaign.
- Seeing what your invites did — sent, accepted, earned, visible enough that the program feels worth repeating.
Referral invites that converted into an accepted invite.
July 2026 referral invites against the monthly baseline — the same month new signups hit their record.
Referral program engagement, shown as ratios. The program is small and targeted rather than high-volume.
The referral promo on the dashboard, the invite flow, and the referrals view.
Marketing emails
40+ email templates, many of them reusable — one-off campaigns and automated sequences that run on their own.
- Campaigns that explain a change — when a partner went live, the email had to teach the offer, not just announce it.
- Sequences that do a job — welcome, onboarding nudges and referral invitations send automatically. These are the ones that keep paying off.
- Proof from real customers — short video stories from businesses already using RewardPay.
Sustained across campaigns — roughly double the 25–35% typical of fintech and B2B.
Of the people who opened the referral emails, nearly two in three clicked through.
Open rate held across the full onboarding sequence.
Six of 40+. Partner launches, subscription reminders, onboarding sequences and customer stories.
Everyday portal improvements
Alongside the partner work, the portal needed steady improvement — the everyday admin that decides whether people keep using it.
- Team access — the portal allowed one user per business. I added two patterns: many users in one business, and one user across many businesses.
- Wallet management — where customers manage the cards and accounts they pay with. Renaming happens in place.
- Promotional tiles — dashboard tiles showing partner offers without getting in the way of paying a bill.
Team access and permissions, the wallet, and the dashboard tiles that carry partner offers.
What I'd do differently
The finished screens hide the part that matters: what I believed going in, and what I learned along the way.
I assumed we'd measure and learn.
I expected to watch how people move through the portal and adjust as I went. Without tracking of real behaviour in place, the work ran on judgement and the data I could see instead.
I assumed a good rationale would settle a decision.
It rarely does on its own. What worked was reframing conversations around the customer's problem and the cost of getting it wrong, rather than defending a design.
Visual feedback is welcome — settling it needs evidence.
Where feedback improved the interface I took it; where it came down to taste I proposed testing both versions with real customers (an A/B test). Next time I'd agree that testing path upfront.
What I'd set up from day one next time
A design review step, agreed at kickoff
A short design check built into the release process from the start, so the built screens and the design stay in step as a matter of routine rather than case by case.
Tracking as a starting condition
Tracking how people actually use the portal as a prerequisite, not a recommendation — otherwise every argument about a flow is one opinion against another.
