Ordering Reimagined:

Driving Conversions at Caesars Eats

Snapshot

Project: Full redesign of Caesars Eats online ordering platform, improving usability and driving revenue.
Role: Lead designer
Platform: Figma

Key Outcome

2.5% year-over-year growth in platform fee revenue

The Problem & Opportunity

Caesars Eats is the online ordering platform used across Caesars properties. While traffic to the platform was strong, the ordering experience had not meaningfully evolved and was showing signs of friction, especially during checkout. This created a gap between intent: guests wanting to order quickly, and conversion: completed onsite transactions. 

What Success Looked Like

  • Reduced friction across the full ordering flow: from discovery through checkout and order tracking

  • Increased transactions and fee revenue revenue 

  • Deploy the new solution across all Caesars Entertainment properties 

Strategy & Approach

  • Focused on conversion at high-intent moments, prioritizing menu selection, checkout clarity, and post-purchase confidence to reduce drop-off in onsite ordering.

  • Leveraged proven industry patterns through comparative analysis of leading F&B platforms (e.g. Toast, Square), identifying checkout structures and feedback patterns that support faster decisions and higher completion rates.

  • Aligned closely with Caesars’ design ecosystem, reusing existing patterns and style guidelines to reduce stakeholder friction and support scalable rollout.

  • Worked directly with Caesars’ Mobile & Digital Innovation team, presenting and iterating on designs to align on tradeoffs and business goals.

  • Collaborated daily with a frontend engineer to validate feasibility, accelerate iteration, and shorten the design-to-build cycle.

Design Highlights

Insight → Decision → Outcome

Insight

I learned that not every compelling UX idea translates into a deployable feature within a complex enterprise ecosystem. I proposed a real-time wait time indicator for each restaurant outlet, intended to help hotel guests make faster, more informed ordering decisions onsite.

Decision

After working through feasibility with the Caesars team, we made the call not to prioritize the wait time indicator in the initial redesign. Supporting it would have required tight, real-time coordination across multiple internal systems, introducing risk and slowing delivery.

Outcome

By narrowing scope to high-impact changes, we were able to move faster, align more easily with stakeholders, and deliver a solution that could scale across venues. The wait time indicator was captured as a future opportunity, preserving the idea while ensuring short-term efforts stayed aligned with business realities and delivery timelines.

Insight

I realized that my experience designing mobile ordering flows for restaurants could directly inform the hotel and entertainment context. Specifically, I saw an opportunity to improve the guest experience by adding an order status tracker, even though it wasn’t part of the client’s original request.

Decision

I proposed the order status tracker to the Caesars team, highlighting how it could provide guests with real-time clarity on their orders without adding significant complexity. The stakeholders were excited by the added value, and the feature was added to the project scope without extensive additional lift in development. 

Outcome

The order status tracker showed the value of enhanced visibility for guests throughout the ordering process, improving confidence and perceived control. It also demonstrated my ability to translate UX best practices from one domain to another, contributing an impactful feature that strengthened the overall platform and delighted the client without requiring major additional development resources.

Impact

The redesign delivered measurable results for both users and the business. Caesars saw good traffic and engagement in online ordering, reflected in a 2.5% year-over-year growth in platform fee revenue for our company, which hosts the ordering experience. This growth is particularly notable given that overall Las Vegas visitation was down 7% in 2025, demonstrating that the redesigned platform helped drive meaningful revenue in a declining market.

Beyond revenue, the redesign improved the end-to-end ordering experience, from menu discovery to checkout and post-order tracking, reducing friction and increasing guest confidence. By focusing on high-impact improvements and carefully balancing user needs with operational constraints, the project delivered both immediate business results and a scalable foundation for future enhancements.

Reflection

This project reinforced the importance of balancing aspirational UX ideas with real-world business and operational constraints. Not every feature I envisioned was feasible to implement immediately, but identifying those opportunities helped focus the redesign on the highest-impact areas.

I also saw the value of translating experience across domains, bringing best practices from restaurant mobile apps into a hotel and entertainment context, which led to features like the order status tracker that delighted stakeholders and users alike.

Looking forward, I would explore additional ways to surface operational insights to users, such as wait time or dynamic availability, while continuing to optimize flows that have the highest impact on conversion and guest satisfaction.