Y2Z Travel

How we replaced 7+ disconnected tools and 90 days of research with a 60 second* AI-powered trip planner, and found product-market fit in a $4 billion industry.

How we replaced 7+ disconnected tools and 90 days of research with a 60 second* AI-powered trip planner, and found product-market fit in a $4 billion industry.

Role

Founding Product Designer

Duration

8 months

Team

1 Designer · 2 Engineers · CEO

Platform

PWA

Role

Founding Product Designer

Team

1 Designer · 2 Engineers · CEO

Duration

8 months

Platform

PWA

Results

0%

0%

Reduction in time-to-value

Reduction in
time-to-value

0

0

Net Promoter Score
surveyed across 30,000* launch users

Net Promoter Score
surveyed across 30,000* launch users

0%

0%

Cut in API cost

Cut in API cost

0%

0%

Onboarding completion

As Founding Product Designer, I partnered with the CEO on the 0 to 1 roadmap, from first field interview to GTM strategy, balancing growth against bootstrapped constraints.

Overview

Y2Z Travel is a bootstrapped AI travel planning platform built to help travellers research, personalise, plan and collaborate on trips in real time. We replaced the exhausting, multi-week research burden of modern travel planning, spread across 7+ disconnected tools, with one intelligent product that plans and creates an itinerary the way a great travel agent or an experienced traveler would, asking the right questions, sequencing the logic, and generating highly customisable, personalised itineraries instantly.

Y2Z Travel is a bootstrapped AI travel planning platform built to help travellers research, personalise, plan and collaborate on trips in real time. We replaced the exhausting, multi-week research burden of modern travel planning, spread across 7+ disconnected tools, with one intelligent product that plans and creates an itinerary the way a great travel agent or an experienced traveler would, asking the right questions, sequencing the logic, and generating highly customisable, personalised itineraries instantly.

♥️

♥️

Built by travelers, for travelers.

Built by travelers, for travelers.

Background

Y2Z was born from frustration. The founder and I both traveled frequently and found that planning a trip felt like a second job, cycling through multiple apps for ideas, feasibility, and logistics, still second - guessing every turn.

Y2Z was born from frustration. The founder and I both traveled frequently and found that planning a trip felt like a second job, cycling through multiple apps for ideas, feasibility, and logistics, still second - guessing every turn.

Every piece of the trip—ideas, notes, tickets and expenses lived in a different app. What we were missing was traceability. Notes tied to a place. Research tied to a day. Context we could track without losing it or hunting across a dozen tools.

We suspected the setup was bad. The data proved it. Our app activity logs showed that a single day of trip involved over 220 instances of opening travel-related applications and 206 phone unlocks. Constant context-switching across a dozen apps that exposed the real gap.

We researched what tools people currently use to plan journeys, and tried the fixes ourselves - Stippl, Notion and our own Sheets hack.

Every option forced the same trade. Usability or flexibility, never both. Stippl sat closest to usability. No tool occupied the zone we needed, the Ideal Zone.

To find out, we built a multi-tiered discovery framework: grassroots community analysis paired with macro industry data, to isolate exactly where

Research & Discovery

Was this friction unique to us, or were we looking at a systemic failure felt by every traveler?

Was this friction unique to us, or were we looking at a systemic failure felt by every traveler?

This research was compiled from 50+ traveler interviews, 30+ industry reports, financial market reports on travel, conversations with travel agents and analysis across online communities.

This research was compiled from 50+ traveler interviews, 30+ industry reports, financial market reports on travel, conversations with travel agents and analysis across online communities.

We had an enormous set of data points. After analysing it, we were surprised to see the friction wasn't confined to us, or even to one type of traveler. It was significant across every segment we studied.

We grouped every finding under four core parameters to see the friction at a macro level. What became clear was that these frictions weren't confined to a single stage. They resurfaced across the entire trip cycle.

We had an enormous set of data points. After analysing it, we were surprised to see the friction wasn't confined to us, or even to one type of traveler. It was significant across every segment we studied.

We grouped every finding under four core parameters to see the friction at a macro level. What became clear was that these frictions weren't confined to a single stage. They resurfaced across the entire trip cycle.

We had an enormous set of data points. After analysing it, we were surprised to see the friction wasn't confined to us, or even to one type of traveler. It was significant across every segment we studied.

We grouped every finding under four core parameters to see the friction at a macro level. What became clear was that these frictions weren't confined to a single stage. They resurfaced across the entire trip cycle.

Alongside the friction, we caught an early signal of market direction too. The online travel market alone was valued at $222.4 billion, growing at a 9% CAGR, a fraction of $2.9 trillion in global travel spending. It pointed us toward the travelers most likely to represent genuine product-market fit, the ones sitting at the intersection of real frustration and a market large enough to build on.

With that friction mapped, and a market clearly worth building for, the next question was what's next?

Alongside the friction, we caught an early signal of market direction too. The online travel market alone was valued at $222.4 billion, growing at a 9% CAGR, a fraction of $2.9 trillion in global travel spending. It pointed us toward the travelers most likely to represent genuine product-market fit, the ones sitting at the intersection of real frustration and a market large enough to build on.

With that friction mapped, and a market clearly worth building for, the next question was what's next?

Alongside the friction, we caught an early signal of market direction too. The online travel market alone was valued at $222.4 billion, growing at a 9% CAGR, a fraction of $2.9 trillion in global travel spending. It pointed us toward the travelers most likely to represent genuine product-market fit, the ones sitting at the intersection of real frustration and a market large enough to build on.

With that friction mapped, and a market clearly worth building for, the next question was what's next?

Field research, synthesis, and interviews surfaced more friction than expected. We mapped 70+ findings it into a sunburst, clustering insights by relevance to trace each one back to its root.

The Challenge

The multi-tiered framework gave us the answer. Community data surfaced the friction. Industry data told us it was real at scale. Together, they were enough to act on. It was time to pick the challenges that would solve our tooling needs and the traveler's top issues at once. We prioritized carefully around what people actually needed.

The multi-tiered framework gave us the answer. Community data surfaced the friction. Industry data told us it was real at scale. Together, they were enough to act on. It was time to pick the challenges that would solve our tooling needs and the traveler's top issues at once. We prioritized carefully around what people actually needed.

The core reasons behind the problems were traced using the available data sets collected before, surfacing the most critical issues by aggregating them, with the highest-scoring ones pointing to our priority to solve.

The core reasons behind the problems were traced using the available data sets collected before, surfacing the most critical issues by aggregating them, with the highest-scoring ones pointing to our priority to solve.

Here's a version folding that in:

As a team, we ran affinity mapping to understand and pair the data in groups, helping us surface the most critical problems alongside the initial direction, which collectively shaped the HMW questions shown below.

Challenge 1

How might we collapse 90 days of fragmented research into a planning experience that generates a usable and trustworthy itinerary instantly ?

How might we collapse 90 days of fragmented research into a planning experience that generates a usable and trustworthy itinerary instantly ?

Challenge 2

How might we synthesise a scattered stack of Maps, Weather, Notes, and Document Attachments into a single, Unified "One-View" Touchpoint that keeps the entire journey organised and shareable?

How might we synthesise a scattered stack of Maps, Weather, Notes, and Document Attachments into a single, Unified "One-View" Touchpoint that keeps the entire journey organised and shareable?

Challenge 3

How might we replace generic, one-size-fits-all itineraries with a planning experience that understands a traveler's unique preferences, pace, and style from the very first interaction?

How might we replace generic, one-size-fits-all itineraries with a planning experience that understands a traveler's unique preferences, pace, and style from the very first interaction?

Process

The three problems weren't separate. They were interconnected. So we started with personas. Understanding who we were building for grounded everything that followed.

The three problems weren't separate. They were interconnected. So we started with personas. Understanding who we were building for grounded everything that followed.

Across Accenture, Amex, Infosys and WEF reports, AI consistently surfaced as one of the most prominent solutions for travel planning and personalisation. It became the default technology we chose to experiment with for what we'd set out to solve.

Across Accenture, Amex, Infosys and WEF reports, AI consistently surfaced as one of the most prominent solutions for travel planning and personalisation. It became the default technology we chose to experiment with for what we'd set out to solve.

#c1

To solve the 90-day fragmentation problem, AI was the clear answer. The reports agreed: businesses across the industry were expected to build generative AI into their offerings given the scale of demand.

We planned to build AI as our foundational model long-term, but for the MVP, we used a third-party API from OpenAI, tuning prompts to power the system in the early stage.

42% of consumers find that AI helps them save time planning, and adoption of AI tools is growing at a rate of 64% year-on-year.

42% of consumers find that AI helps them save time planning, and adoption of AI tools is growing at a rate of 64% year-on-year.

Challenge 1

#C2

Mapping the interface, we explored usable formats, staying close to the core needs around maps and travel unity. We tested multiple options, then selected the direction based on what travelers actually quoted during interviews.

Attachments were considered by default, with similar information grouped together in the process.

Challenge 2

#C3

Personalisation needed a lot of data, hard to get upfront. The turnaround: collect it through onboarding, before generation even starts. Among the options explored, this worked best, a smoother UX and better input for the AI to build the itinerary around.

Challenge 3

Early Explorations

The three problems weren't separate. They were interconnected. So we started with personas. Understanding who we were building for grounded everything that followed.

The three problems weren't separate. They were interconnected. So we started with personas. Understanding who we were building for grounded everything that followed.

#c1

To solve the 90-day fragmentation problem, AI was the clear answer. The reports agreed: businesses across the industry were expected to build generative AI into their offerings given the scale of demand.

We planned to build AI as our foundational model long-term, but for the MVP, we used a third-party API from OpenAI, tuning prompts to power the system in the early stage.

42% of consumers find that AI helps them save time planning, and adoption of AI tools is growing at a rate of 64% year-on-year.

42% of consumers find that AI helps them save time planning, and adoption of AI tools is growing at a rate of 64% year-on-year.

Challenge 1

#C2

Mapping the interface, we explored usable formats, staying close to the core needs around maps and travel unity. We tested multiple options, then selected the direction based on what travelers actually quoted during interviews.

Attachments were considered by default, with similar information grouped together in the process.

Challenge 2

#C3

Personalisation needed a lot of data, hard to get upfront. The turnaround: collect it through onboarding, before generation even starts. Among the options explored, this worked best, a smoother UX and better input for the AI to build the itinerary around.

Challenge 3

Solution

Expand beyond Discord with a space built for Midjourney community collaboration.

Expand beyond Discord with a space built for Midjourney community collaboration.

When Midjourney approached us, they already had a bbrowser experience but needed a dedicated space for users to connect, share, and learn.

When Midjourney approached us, they already had a bbrowser experience but needed a dedicated space for users to connect, share, and learn.

Results

0%

0%

Reduction in time-to-value

Reduction in
time-to-value

0

0

Net Promoter Score
surveyed across 30,000* launch users

Net Promoter Score
surveyed across 30,000* launch users

0%

0%

Cut in API cost

Cut in API cost

0%

0%

Onboarding completion

#C2

Mapping the interface, we explored usable formats, staying close to the core needs around maps and travel unity. We tested multiple options, then selected the direction based on what travelers actually quoted during interviews.

Attachments were considered by default, with similar information grouped together in the process.

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© 2026 Ajieeth. All rights reserved.

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© 2026 Ajieeth. All rights reserved.

Thinking different...

© 2026 Ajieeth. All rights reserved.

Thinking different...