Bogdan Mavrin
Triplicity
Triplicity
Role
Product Designer
Platform
Web + Mobile
Scope
UX/UI Design, Branding
About Triplicity
Triplicity is part of the Trevolution.group — a company that already operates several products for selling airline tickets, such as asaptickets.com, oojo.com, and skyluxtravel.com. While the group has traditionally focused on B2C flight sales, Triplicity marked its move into the B2B space, aiming to make business travel more structured and transparent.
The idea was to create a service that could bring order to how companies organize trips, reducing the back-and-forth of emails and spreadsheets. It started close to the group’s call-to-book model, but gradually evolved into a product with clearer workflows and digital tools.
I joined as the only product designer, working alongside a product owner and a technical lead. Our task was to turn early hypotheses into something tangible, a tool companies could actually use. So we began by defining the audience and product focus, shaping the first structure of the platform, and setting a foundation for what would later become a complete travel management tool.
Triplicity is part of the Trevolution.group — a company that already operates several products for selling airline tickets, such as asaptickets.com, oojo.com, and skyluxtravel.com. While the group has traditionally focused on B2C flight sales, Triplicity marked its move into the B2B space, aiming to make business travel more structured and transparent.
The idea was to create a service that could bring order to how companies organize trips, reducing the back-and-forth of emails and spreadsheets. It started close to the group’s call-to-book model, but gradually evolved into a product with clearer workflows and digital tools.
I joined as the only product designer, working alongside a product owner and a technical lead. Our task was to turn early hypotheses into something tangible, a tool companies could actually use. So we began by defining the audience and product focus, shaping the first structure of the platform, and setting a foundation for what would later become a complete travel management tool.
01. The first attempt — testing the idea and the market
01. The first attempt — testing the idea and the market
Before building anything, we needed to understand the landscape and test whether our concept could actually fit the B2B travel market. This stage included analyzing existing players, testing a simple landing page, and running cold-call outreach to see how companies would react.
Before building anything, we needed to understand the landscape and test whether our concept could actually fit the B2B travel market. This stage included analyzing existing players, testing a simple landing page, and running cold-call outreach to see how companies would react.
Competitor analysis
So we looked at existing players across the market to see how they position themselves and where gaps might still exist.
We analyzed TravelPerk, Navan, BizAway, Egencia, Amex Business travel, etc. and traditional TMCs (travel management companies) such as BCD Travel, as well as consumer-focused products like Expedia and Booking for Business, which were starting to introduce business tools.
To go beyond surface-level assumptions, we also reached out to some of these companies directly, requesting demos and product tours as if we were a potential client looking for a business-travel solution. Sometimes that meant a short presentation call; other times we were given temporary access to explore the platform hands-on.
This process helped us see what actually worked in practice — how requests were structured, what dashboards looked like, and how policies were configured.
From this, we identified two major patterns:
Enterprise-level tools were powerful but lacked flexibility. Employees could book trips on their own, which made their workflow easier, but managers often had little visibility or control over budgets and policy compliance. They also lacked fast, human support — something our dedicated agent model could solve.
Small-business tools were overly complex for their needs. Many small and mid-sized companies didn’t require such advanced policy systems or integrations and preferred a simpler, more affordable way to manage trips.
That insight defined our early hypothesis: there was space for a balanced solution, a simple, service-backed platform that could give clients the right mix of flexibility, structure, and personalized support.
So we looked at existing players across the market to see how they position themselves and where gaps might still exist.
We analyzed TravelPerk, Navan, BizAway, Egencia, Amex Business travel, etc. and traditional TMCs (travel management companies) such as BCD Travel, as well as consumer-focused products like Expedia and Booking for Business, which were starting to introduce business tools.
To go beyond surface-level assumptions, we also reached out to some of these companies directly, requesting demos and product tours as if we were a potential client looking for a business-travel solution. Sometimes that meant a short presentation call; other times we were given temporary access to explore the platform hands-on.
This process helped us see what actually worked in practice — how requests were structured, what dashboards looked like, and how policies were configured.
From this, we identified two major patterns:
Enterprise-level tools were powerful but lacked flexibility. Employees could book trips on their own, which made their workflow easier, but managers often had little visibility or control over budgets and policy compliance. They also lacked fast, human support — something our dedicated agent model could solve.
Small-business tools were overly complex for their needs. Many small and mid-sized companies didn’t require such advanced policy systems or integrations and preferred a simpler, more affordable way to manage trips.
That insight defined our early hypothesis: there was space for a balanced solution, a simple, service-backed platform that could give clients the right mix of flexibility, structure, and personalized support.
First outreach
After analyzing competitors, we wanted to see how the market would respond to our concept. We built a simple landing page to introduce the idea of Triplicity not as a full product yet, but as a way to present the value proposition and collect early reactions.
To reach companies directly, our travel agents started cold-calling potential clients and inviting them to short online presentations. Sometimes they’d walk prospects through the landing page, explaining the idea behind the service.
After analyzing competitors, we wanted to see how the market would respond to our concept. We built a simple landing page to introduce the idea of Triplicity not as a full product yet, but as a way to present the value proposition and collect early reactions.
To reach companies directly, our travel agents started cold-calling potential clients and inviting them to short online presentations. Sometimes they’d walk prospects through the landing page, explaining the idea behind the service.
Over 14000 calls were made, and companies who showed interest were invited to see the landing page and join a short presentation. The conversion turned out to be extremely low, less than 1% reached the second step.
Over 14000 calls were made, and companies who showed interest were invited to see the landing page and join a short presentation. The conversion turned out to be extremely low, less than 1% reached the second step.
Landing Page v1
The site itself saw very limited traffic and low engagement. Few people explored it in depth, and almost no one submitted the form. It became clear that for companies, a static page and a phone call weren’t enough to understand or trust the product. So we decided to run proper research, to learn how businesses actually handle travel today and what kind of tool they would trust.
The site itself saw very limited traffic and low engagement. Few people explored it in depth, and almost no one submitted the form. It became clear that for companies, a static page and a phone call weren’t enough to understand or trust the product. So we decided to run proper research, to learn how businesses actually handle travel today and what kind of tool they would trust.
02. Understanding the audience
02. Understanding the audience
Business travel experience
After the first iteration, we decided to run user interviews to understand what companies actually need and what stops them from using tools like ours. We reached out to representatives from different industries, such as travel managers, office administrators, finance specialists, regular and C-level employees, to cover both sides of the market: those who organize trips and those who go on them.
Business travel experience
After the first iteration, we decided to run user interviews to understand what companies actually need and what stops them from using tools like ours. We reached out to representatives from different industries, such as travel managers, office administrators, finance specialists, regular and C-level employees, to cover both sides of the market: those who organize trips and those who go on them.
Key insights from the 1st part
Most small and mid-sized companies still rely on manual processes — spreadsheets, emails, and phone calls.
Speed and transparency mattered more than price; many valued having one point of contact over “do-it-yourself” tools.
Many struggled with policy enforcement — employees often booked outside company rules.
A unified system for requests, approvals, and expense tracking didn’t exist in most cases.
The idea of a personal manager created trust and a sense of control.
What people said to us:
“Managers approve everything manually. If someone’s away, the trip just freezes.”
“Sometimes I book flights myself because it’s faster than waiting for approvals.”
“We have no clear picture of how much we actually spend on travel.”
Key insights from the 1st part
Most small and mid-sized companies still rely on manual processes — spreadsheets, emails, and phone calls.
Speed and transparency mattered more than price; many valued having one point of contact over “do-it-yourself” tools.
Many struggled with policy enforcement — employees often booked outside company rules.
A unified system for requests, approvals, and expense tracking didn’t exist in most cases.
The idea of a personal manager created trust and a sense of control.
What people said to us:
“Managers approve everything manually. If someone’s away, the trip just freezes.”
“Sometimes I book flights myself because it’s faster than waiting for approvals.”
“We have no clear picture of how much we actually spend on travel.”
Landing page feedback
We also wanted to understand how people perceived the first version of our site, whether it felt trustworthy, clear, and relevant to their needs. Most visitors said the page looked clean but too generic, and it wasn’t clear what exactly the service offered or who it was for: employees or decision-makers.
When testing the contact form, users said it felt confusing. Many didn’t understand what would happen after submitting it, whether they’d get a call, an email, or no response at all. Some wanted to choose how and when to be contacted, while others simply didn’t trust leaving their number without more context.
Landing page feedback
We also wanted to understand how people perceived the first version of our site, whether it felt trustworthy, clear, and relevant to their needs. Most visitors said the page looked clean but too generic, and it wasn’t clear what exactly the service offered or who it was for: employees or decision-makers.
When testing the contact form, users said it felt confusing. Many didn’t understand what would happen after submitting it, whether they’d get a call, an email, or no response at all. Some wanted to choose how and when to be contacted, while others simply didn’t trust leaving their number without more context.
Key insights from the 2nd part
The page lacked specificity and clarity — visitors didn’t understand what problem it solved or how the service worked.
Companies expected to see real functionality (like a demo or dashboard), not just a description.
The copy sounded too generic and didn’t address business pain points directly.
Without real product visuals, the offer felt abstract and less trustworthy.
Key insights from the 2nd part
The page lacked specificity and clarity — visitors didn’t understand what problem it solved or how the service worked.
Companies expected to see real functionality (like a demo or dashboard), not just a description.
The copy sounded too generic and didn’t address business pain points directly.
Without real product visuals, the offer felt abstract and less trustworthy.
The research showed that trust couldn’t be built with promises or phone calls alone. Companies wanted to see how the service actually worked, to feel it rather than just hear about it. To move forward, we needed to turn the idea into something real, an MVP they could explore, test, and believe in.
The research showed that trust couldn’t be built with promises or phone calls alone. Companies wanted to see how the service actually worked, to feel it rather than just hear about it. To move forward, we needed to turn the idea into something real, an MVP they could explore, test, and believe in.
03. New direction and MVP 2.0
03. New direction and MVP 2.0
After the research phase, a significant difference in vision emerged between the business and the product owner. The product owner eventually left the team, and a new one stepped in with a clearer focus on structure and validation.
With the new leadership, we decided to start fresh. Instead of pitching a service, we aimed to create a minimal but usable product, something companies could actually interact with. We mapped key scenarios based on user research and defined a simple structure: requests, profiles, and company-level settings.
The goal was to make the experience predictable and traceable, with every action visible and every step logical. This became the foundation for MVP 2.0.
As a side note, the first version of the product went live under the name Skylux Corporate, referencing one of the company’s existing brands. It was a temporary name, a practical choice while the new brand was being registered.
Not long after, Triplicity was officially launched as a standalone brand, marking the project’s step toward its own identity.
After the research phase, a significant difference in vision emerged between the business and the product owner. The product owner eventually left the team, and a new one stepped in with a clearer focus on structure and validation.
With the new leadership, we decided to start fresh. Instead of pitching a service, we aimed to create a minimal but usable product, something companies could actually interact with. We mapped key scenarios based on user research and defined a simple structure: requests, profiles, and company-level settings.
The goal was to make the experience predictable and traceable, with every action visible and every step logical. This became the foundation for MVP 2.0.
As a side note, the first version of the product went live under the name Skylux Corporate, referencing one of the company’s existing brands. It was a temporary name, a practical choice while the new brand was being registered.
Not long after, Triplicity was officially launched as a standalone brand, marking the project’s step toward its own identity.
New Landing Page
Before rebuilding the public site, our graphic design team worked closely with us to create a full brand book, defining the visual language, color system, typography, and tone of communication. Once it was ready, we used it to design a new digital identity and marketing website that finally matched the product’s direction.
Before rebuilding the public site, our graphic design team worked closely with us to create a full brand book, defining the visual language, color system, typography, and tone of communication. Once it was ready, we used it to design a new digital identity and marketing website that finally matched the product’s direction.
The new website introduced a clear visual hierarchy and product focus: realistic, product-driven visuals instead of stock photos, transparent descriptions of services, and modules for flights, hotels, and transfers that reflected the platform’s structure. We also added contextual CTAs like “Contact our team” and “Get in touch with us” to simplify lead conversion.
Instead of generic marketing language, we focused on showing how the product actually works — from trip planning to policy setup and real-time support. Each block explained the process visually, demonstrating that Triplicity could handle both automation and human assistance in one flow.
The new website introduced a clear visual hierarchy and product focus: realistic, product-driven visuals instead of stock photos, transparent descriptions of services, and modules for flights, hotels, and transfers that reflected the platform’s structure. We also added contextual CTAs like “Contact our team” and “Get in touch with us” to simplify lead conversion.
Instead of generic marketing language, we focused on showing how the product actually works — from trip planning to policy setup and real-time support. Each block explained the process visually, demonstrating that Triplicity could handle both automation and human assistance in one flow.
After launching the new website, we started driving traffic through targeted outreach and industry events. Triplicity began to gain visibility at several B2B travel exhibitions, where we presented the platform under its new brand and shared the website as the main contact point.
The redesigned site performed noticeably better. Conversion rates improved, and we started receiving the first inbound requests from companies interested in corporate travel solutions. It became clear that we were no longer testing a concept; Triplicity had started to attract real clients.
After launching the new website, we started driving traffic through targeted outreach and industry events. Triplicity began to gain visibility at several B2B travel exhibitions, where we presented the platform under its new brand and shared the website as the main contact point.
The redesigned site performed noticeably better. Conversion rates improved, and we started receiving the first inbound requests from companies interested in corporate travel solutions. It became clear that we were no longer testing a concept; Triplicity had started to attract real clients.
Personal Account
While the new website and outreach helped attract potential clients, development of the personal account was already running in parallel. It later became the core of the product.
We designed it as a universal base for several Trevolution products — a flexible structure that could work for both B2C and B2B cases while sharing the same foundation.
While the new website and outreach helped attract potential clients, development of the personal account was already running in parallel. It later became the core of the product.
We designed it as a universal base for several Trevolution products — a flexible structure that could work for both B2C and B2B cases while sharing the same foundation.
The entry point was intentionally simple. A single login screen connected the marketing websites with the shared account system. Users could either sign in by email or retrieve their booking directly. This made onboarding effortless and allowed us to reuse one secure gateway across products.
Inside the account, we started with two main sections: Profile Settings and My Requests.
The entry point was intentionally simple. A single login screen connected the marketing websites with the shared account system. Users could either sign in by email or retrieve their booking directly. This made onboarding effortless and allowed us to reuse one secure gateway across products.
Inside the account, we started with two main sections: Profile Settings and My Requests.
Profile Section
The Profile section was adapted to two user roles:
For companies, it displayed organizational details: company name, legal information, contact person, and office locations, all editable within clear, isolated blocks.
For employees, it focused on personal and contact information while still showing basic company data for context.
We kept both versions clean and straightforward, with quick edit flows to minimize friction when updating information.
The Profile section was adapted to two user roles:
For companies, it displayed organizational details: company name, legal information, contact person, and office locations, all editable within clear, isolated blocks.
For employees, it focused on personal and contact information while still showing basic company data for context.
We kept both versions clean and straightforward, with quick edit flows to minimize friction when updating information.
Requests Section
My Requests section became one of the core parts of the personal account. It allowed users to track and manage all their business trip requests in one place, whether pending, approved, or completed.
We reused the proven structure from B2C products to keep it intuitive, but adapted it for the B2B context, where multiple passengers, company-level visibility, and direct coordination with agents were essential.
Each request card displayed key details upfront: route, travel dates, request status, number of passengers, and selected services, such as flights, accommodation, and transfers. Users could quickly check their current requests, open details, or contact support directly via chat.
My Requests section became one of the core parts of the personal account. It allowed users to track and manage all their business trip requests in one place, whether pending, approved, or completed.
We reused the proven structure from B2C products to keep it intuitive, but adapted it for the B2B context, where multiple passengers, company-level visibility, and direct coordination with agents were essential.
Each request card displayed key details upfront: route, travel dates, request status, number of passengers, and selected services, such as flights, accommodation, and transfers. Users could quickly check their current requests, open details, or contact support directly via chat.
When opening a request, the interface showed a clear summary of all trip details:
passenger list (or a company travel manager for group trips),
requested services,
detailed flight segments with layovers and baggage info,
additional services like hotels and transfers,
contact information for the assigned Triplicity agent.
For large group trips, the system displayed the company’s travel manager instead of individual passengers, ensuring privacy and reducing clutter.
We also unified the Request settings panel on the right, so users could cancel or edit a request, download the itinerary in PDF, access invoices, or start a chat with support.
When opening a request, the interface showed a clear summary of all trip details:
passenger list (or a company travel manager for group trips),
requested services,
detailed flight segments with layovers and baggage info,
additional services like hotels and transfers,
contact information for the assigned Triplicity agent.
For large group trips, the system displayed the company’s travel manager instead of individual passengers, ensuring privacy and reducing clutter.
We also unified the Request settings panel on the right, so users could cancel or edit a request, download the itinerary in PDF, access invoices, or start a chat with support.
Request Form
One of the most impactful updates was introducing the ability to submit new trip requests directly inside the personal account. It replaced the need for phone calls or email coordination, letting users choose trip type, add services, and send the request straight to their assigned agent.
For many clients, this turned Triplicity from a service into a working tool and something they could actually rely on every day.
One of the most impactful updates was introducing the ability to submit new trip requests directly inside the personal account. It replaced the need for phone calls or email coordination, letting users choose trip type, add services, and send the request straight to their assigned agent.
For many clients, this turned Triplicity from a service into a working tool and something they could actually rely on every day.
From there, we iterated continuously, guided by feedback from clients and agents. We simplified forms, clarified options, and refined the request flow to match real corporate needs.
Every release was based on real usage data, such as analyzing logs, agent notes, and client comments to remove friction. Small, steady improvements made the product feel faster, clearer, and more cohesive.
From there, we iterated continuously, guided by feedback from clients and agents. We simplified forms, clarified options, and refined the request flow to match real corporate needs.
Every release was based on real usage data, such as analyzing logs, agent notes, and client comments to remove friction. Small, steady improvements made the product feel faster, clearer, and more cohesive.
Travel Policy
To help companies control travel budgets and approvals, we introduced the Travel Policy section.
To help companies control travel budgets and approvals, we introduced the Travel Policy section.
Now companies could set limits for flights, hotels, and services based on employee level or department, for instance, flexible budgets for executives and fixed ones for staff.
Policies also defined allowed destinations, preferred routes, and approval flows, making booking rules clear for everyone. This feature removed manual exceptions and gave employees confidence to book within company limits.
Now companies could set limits for flights, hotels, and services based on employee level or department, for instance, flexible budgets for executives and fixed ones for staff.
Policies also defined allowed destinations, preferred routes, and approval flows, making booking rules clear for everyone. This feature removed manual exceptions and gave employees confidence to book within company limits.
Design System
Since the personal account was designed to work across multiple products, it was built on a token-based design system. This made it easier to scale design and development, adapting visuals for each brand while maintaining a unified component structure. The system became the foundation for faster updates and consistent growth across the ecosystem.
Since the personal account was designed to work across multiple products, it was built on a token-based design system. This made it easier to scale design and development, adapting visuals for each brand while maintaining a unified component structure. The system became the foundation for faster updates and consistent growth across the ecosystem.
04. Results and Impact
04. Results and Impact
The launch of the personal account became a key milestone in the project. With direct trip requests, profile management, and policy controls in place, Triplicity evolved from a service into a platform. Clients could act faster, agents worked with structured data, and new companies onboarded seamlessly.
The hybrid model, combining automation and personal service, proved most effective for corporate and group travel.
It helped us reach three main client types:
Mid-to-large enterprises — with travel managers, focusing on structure and transparency.
Small businesses — valuing simplicity, speed, and personal support.
Creative and cultural teams — orchestras, restaurant groups, and event crews needing flexibility and concierge care.
The launch of the personal account became a key milestone in the project. With direct trip requests, profile management, and policy controls in place, Triplicity evolved from a service into a platform. Clients could act faster, agents worked with structured data, and new companies onboarded seamlessly.
The hybrid model, combining automation and personal service, proved most effective for corporate and group travel.
It helped us reach three main client types:
Mid-to-large enterprises — with travel managers, focusing on structure and transparency.
Small businesses — valuing simplicity, speed, and personal support.
Creative and cultural teams — orchestras, restaurant groups, and event crews needing flexibility and concierge care.
Key Outcomes
From January to September 2025, Triplicity showed consistent month-over-month growth across all key business metrics.
By September, the product reached full self-profitability, supported by stronger client retention and new platform features. Below are the key results achieved during this period:
From January to September 2025, Triplicity showed consistent month-over-month growth across all key business metrics.
By September, the product reached full self-profitability, supported by stronger client retention and new platform features. Below are the key results achieved during this period:
430%
430%
increase in sales
increase in sales
370%
370%
increase in requests
increase in requests
340%
340%
increase in profit
increase in profit
50
50
active client companies
active client companies
What I learned
This project showed how real client feedback can shape not only what you build, but how you build it. Iterating on insights from clients and agents turned a simple booking tool into a daily workspace. It also reminded me that steady, thoughtful progress, not big overhauls, often drives the most meaningful change in how people use a product.
Big thanks to our small core team made up of the product owner, technical lead, and developers. Together, we managed to turn a complex concept into a working product that clients genuinely use.
This project showed how real client feedback can shape not only what you build, but how you build it. Iterating on insights from clients and agents turned a simple booking tool into a daily workspace. It also reminded me that steady, thoughtful progress, not big overhauls, often drives the most meaningful change in how people use a product.
Big thanks to our small core team made up of the product owner, technical lead, and developers. Together, we managed to turn a complex concept into a working product that clients genuinely use.
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get in touch
bg.mavrin@gmail.com
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Bogdan Mavrin