Magneti Marelli — B2B spare parts commerce platform
Focus: B2B commerce + searchability + internal marketing + ordering & support workflows
Defined and designed a B2B platform to manage spare‑parts commerce end‑to‑end: catalogue discovery, search and filters, merchandising, ordering, and post‑order support—grounded in measurable outcomes and operational reality.
- Problem
- Dealers and partners needed fast, reliable discovery of parts across complex catalogues (equivalences, variants, compatibility, supersessions).
- The organisation needed consistent ways to promote parts (internal marketing), monitor outcomes, and reduce ordering errors and support load.
- Constraints
- High complexity of catalogue data and naming conventions; edge cases must be handled without exposing internal jargon.
- Integration with existing pricing, inventory, ordering and support systems; feasibility and sequencing mattered.
- Commercial sensitivity: roles, permissions, and customer-specific contracts.
- Contribution
- Led experience definition and interaction design across the full funnel: search → results → product details → basket → checkout → post‑order.
- Designed the information architecture and search logic: taxonomy, facets, compatibility cues, and recovery patterns.
- Defined measurable signals and dashboard needs (results/KPIs) to support governance and continuous improvement.
- Artefacts
- Catalogue IA + facet model (filters, synonyms, compatibility rules).
- Core flow prototypes (search/results, detail, ordering, support).
- Service blueprint for order + support handoffs and exception states.
- Outcomes
- A delivery-ready experience baseline that reduced ambiguity across teams and enabled phased implementation.
- Clear patterns for search and results states (empty, partial match, incompatibility) supporting both usability and operational accuracy.
- A measurement plan linking experience changes to conversion, ordering errors, and support volume.
- Reflections
- In B2B commerce, search is the product: taxonomy, compatibility cues, and exception handling often matter more than visual design.
Jeep + Alfa Romeo — Premium brand sales manual integration (EU markets)
Focus: multi-market research + design thinking workshops + content/system integration
Evaluated and defined the integration of a sales manual for premium brands across European markets (Italy, Spain, France, Germany, UK), combining field research with design thinking workshops to align stakeholders and define an implementable direction.
- Problem
- Sales teams needed consistent, usable guidance across markets while respecting local practices, terminology and market differences.
- Existing materials and tools were fragmented, creating uneven adoption and inconsistent customer experience at point of sale.
- Constraints
- Cross‑market variance: language, processes, dealership operations, and cultural expectations.
- Integration constraints with existing platforms and content governance models.
- Multiple stakeholder groups with different incentives: brand, sales operations, market leads, IT, and dealers.
- Contribution
- Led research framing, field insights synthesis, and opportunity mapping across the target markets.
- Facilitated design thinking workshops to converge on decision points: content structure, delivery channels, and ownership.
- Defined the integration approach: what becomes common core vs. what stays local; how updates are governed.
- Artefacts
- Market insights synthesis + comparison matrix (needs, frictions, opportunities).
- Content model and navigation structure for the sales manual.
- Governance proposal (roles, update cadence, quality standards).
- Outcomes
- An aligned direction and integration blueprint that balanced global consistency with local operational truth.
- Clear ownership and update mechanics that reduced the risk of content drift and market divergence.
- Reflections
- For multi-market enablement, governance and update mechanisms are as critical as the initial experience design.
Maserati — Global redesign of digital channels
Focus: brand experience + global delivery + localisation patterns + governance
Supported the redesign of Maserati’s global digital channels, aligning brand expression with modern, scalable patterns and delivery-ready guidance for international rollouts.
- Problem
- Modernise global digital touchpoints to reflect brand positioning while improving usability and conversion-critical journeys.
- Create consistency across markets and channels without losing local relevance or operational feasibility.
- Constraints
- Multiple markets, languages and content owners; governance needed to prevent fragmentation.
- Integration with existing CMS and delivery constraints.
- High expectations on visual quality while maintaining performance and accessibility.
- Contribution
- Defined end-to-end journeys and key states for conversion-critical flows (explore, configure, enquire/contact).
- Shaped scalable patterns and content templates to support global rollout with consistent quality.
- Partnered with stakeholders to align priorities, sequencing, and quality bar across teams.
- Artefacts
- Journey maps + state models for critical flows.
- Template/pattern library guidance for global reuse.
- Rollout and governance recommendations for localisation and content operations.
- Outcomes
- A clearer, scalable experience foundation to support global rollouts while protecting brand consistency.
- Reduced ambiguity for delivery teams through reusable patterns, state definitions, and quality guidance.
- Reflections
- Luxury digital channels need governance to stay premium over time: templates, standards, and critique rituals are non‑optional.