Background

From the VWO ConvEx’24 interviews, Chris Gibbins sat down with Vicky Routely, CRO Manager at easyJet, to explore the airline’s customer-centric approach to experimentation.

easyJet is one of Europe’s leading low-cost airlines, known for delivering strong value while serving a broad range of customer needs. Alongside its core flights business, easyJet also operates easyJet Holidays, offering bundled flight and hotel packages through a separate website and app.

Together, these platforms support millions of customers booking flights, holidays, and extras, with experimentation playing a central role in improving the digital experience across both businesses.

The Opportunity

As easyJet’s digital products evolved, there was a need to scale experimentation in a way that balanced speed, quality, and alignment with wider product teams.

While experimentation activity was already well established, prioritisation was often solution-led, creating a risk of optimising isolated ideas rather than solving the most impactful customer problems across the journey.

easyJet also wanted to increase testing velocity, strengthen collaboration with product teams, and lay the foundations for more sophisticated personalisation.

The Approach

Creative CX supports easyJet Holidays through fully embedded experimentation and UX consultants, alongside ad hoc consultancy and Opportunity Discovery Research on the airline side.

Together, we helped easyJet evolve towards a problem-first prioritisation model, shifting focus from individual ideas to clearly defined customer problems. Through structured Opportunity Discovery Research, combining qualitative insights with quantitative data, easyJet now prioritises quarterly problem statements before moving into ideation and testing.

Experiment design and delivery all sit within a self-sufficient experimentation team closely aligned with product owners and leadership. This model enables faster delivery outside the core release cycle, while remaining strong collaboration across design, development, research, and analytics.

Creative CX also supported easyJet in increasing experimentation velocity and embedding best practices around ideation, encouraging diverse perspectives, “wild card” ideas, and closer involvement from senior stakeholders and developers.

The Impact

easyJet has significantly increased its A/B testing velocity across both holidays and airline businesses, growing from just a handful of tests per month to around 8-10 tests monthly on each side.

More importantly, experimentation is now closely tied to solving high-impact customer problems, rather than meeting test volume targets. Leadership buy-in has strengthened, product teams are more engaged in experimentation, and the programme is generating clearer, more measurable value for the business.

With a strong experimentation foundation in place, easyJet is now expanding its personalisation strategy, including session continuity and more targeted journeys, as it continues to bring its flights and holidays experiences closer together.