EXPERTISE
Timeline
Type
GastroCentrale is a B2B retailer of professional kitchen equipment. The site was already generating strong traffic, but core parts of the purchase experience were underperforming. Quoting was inconsistent, agents couldn’t manage orders efficiently, and users often dropped off before completing their purchases.
I was brought in as the solo designer to lead UX improvements. Instead of jumping into UI fixes, I focused on uncovering the friction points that were blocking revenue — and reshaping the product around smoother, more scalable workflows.
👩🍳 Ran a UX audit to identify friction points around quoting, pricing, and agent workflows
👩🍳 Found where users were dropping off and which flows were costing conversions
👩🍳 Redesigned quoting and agent flows to reduce friction and improve completion
👩🍳 Improved trust and structure across the product to support decision-making
👩🍳 Helped internal teams save time by reducing manual quoting and support tasks
Click to fast
forward
At first, the brief was focused on polishing the UX. But as soon as we looked closer, it was clear that the real blockers weren’t visual. The experience was holding users back from completing their actions — especially around quoting, agent workflows, and pricing clarity. So we reframed the work around a few questions:
What’s getting in the way of buyers? What’s blocking orders? And what flows could we improve to convert better?
Quoting wasn’t working like a proper sales tool — buyers often couldn’t complete the process or understand pricing.
Agents lacked the tools to serve multiple clients efficiently — and couldn’t even see the status of their own quotes.
Too many small UX issues were adding up — from logic gaps and broken links to poor accessibility and hard-to-find CTAs
The team wasn’t just trying to polish the surface—they wanted the product to scale. That meant turning sales processes into self-serve flows that could convert more users with less manual work.
Convert more traffic into purchases by improving key user flows
Free up the sales team by reducing reliance on manual quoting
Introduce agent functionality to grow the customer base indirectly
The project lasted 10 months, but like many redesigns, we had to make progress without full access to everything. We couldn’t speak directly to users, so we relied on feedback from customer support, sales, and analytics dashboards. And because we were building on TSCommerce, all improvements had to work within a fixed platform.
I was the solo designer on the project, responsible for everything from flow strategy to interface design. That meant I wasn’t just supporting the team—I was shaping the experience end to end, working closely with the PM and developers to keep it aligned with both user needs and business goals.
Mapped out drop-off points across key funnels
Redesigned flows to be faster, clearer, and easier to complete
Created interface logic for different buyer types and agent scenarios
Collaborated closely with devs and PMs to keep changes realistic
This project helped me grow into a mindset where design is not just about usability—it’s a tool for unlocking business results.
The discovery phase started with a deep dive into the existing product—from kickoff sessions to 1:1s with the sales and support teams. I led the effort to understand where the experience was breaking down and how that was affecting revenue. Their input revealed clear patterns early on: quoting created friction, agents lacked the tools to manage orders efficiently, and pricing logic was causing confusion.
From there, I ran a full UX audit covering navigation, structure, accessibility, and flow logic. Combined with insights from platform analytics, this helped me surface the points where users were dropping off—not just visually, but functionally.
That research gave us the clarity to act fast. We focused on reducing friction in quoting, enabling agent workflows, and making the pricing model more transparent. Every decision was rooted in actual behavior and aimed at helping users complete their task without extra effort.
Problems & Solutions:
After mapping the full product experience, it became clear that there were many different problems across the platform—some small, some structural. But not all of them carried the same weight. In this section, I’ve focused on three key areas where design changes made the biggest difference. These weren’t just UX issues—they were directly tied to lost sales, incomplete journeys, and missed opportunities. By solving them, we helped more users move through the product with less effort—and helped the business scale more efficiently.
Problem 1:
Small UX issues made even simple actions harder
Why is that a problem?
The overall experience was filled with smaller but compounding issues: broken links, unclear interactions, missing hierarchy, and accessibility gaps. These slowed people down, caused hesitation, and led to more support contact.
Solution:
Fixing the foundation to support a smoother product experience.
Audited and cleaned up navigation, page structure, and interaction patterns
Repaired broken links, buttons, and label logic across core templates
Improved contrast, hierarchy, and accessibility to help users move with confidence
Business impact:
Improved completion across existing flows, reduced confusion-related support requests, and created a more trustworthy, usable product experience.
Problem 2:
Broken quoting flow slowed down purchases
Why is that a problem?
Quoting is critical in B2B—but the process was confusing, slow, and easy to abandon. There was no autosave, no feedback, and no visibility into quote status. Many users gave up or asked for help—adding pressure to the sales team and delaying conversion.
“We have buyers calling us because they don’t know if their quote was sent or received.” — What the sales team told us
Solution:
Making quoting faster, clearer, and self-serve
Rebuilt quoting as a single-page, autosaving experience
Added quote history, confirmation messages, and real-time status tracking
Streamlined entry points and re-engagement paths after submission
Business impact:
Improved quote completion rates, reduced manual follow-up, and restored buyer confidence in a high-intent flow.
Problem 3:
No agent workflow to handle multiple clients
Why is that a problem?
Resellers and procurement agents had no way to manage multiple clients in the same account. They had to log in and out, track things manually, or hand everything off to sales—making repeat orders difficult and limiting growth in a key B2B segment.
Solution:
Building a complete experience for agent orders
Introduced a dedicated agent account type with multi-client support
Added buyer-level carts, quotes, and order tracking
Created the Fast Card for quick-add actions across product listings
Business impact:
Unlocked a new B2B revenue stream, gave agents independent control over ordering, and reduced sales team workload across key accounts.
Fixing quoting and agent workflows had a real impact across the business. After launch, we saw more buyers complete their purchases, and quoting became a reliable first step instead of a blocker. Sales overall grew by around 23%, and agent functionality opened up a new stream of repeat B2B orders, helping monthly order volume climb by 14%. Internally, the team spent less time handling quoting and cart issues, leading to a 40% drop in related support requests. The result wasn’t just a smoother experience for users—it was a product that could scale faster without adding more manual work.
Looking back, this project taught me how much impact you can have by fixing the right things. It wasn’t about adding new features—it was about finding the points where the experience was breaking down, and removing what was getting in the way.
The most useful thing I did was slow down at the start – Before designing anything, I took time to understand how the flows were actually working—and where they were breaking. That context shaped every decision that followed.
It wasn’t about new features, it was about removing friction – What moved the needle here weren’t big redesigns. It was fixing what was already there—quoting, ordering, trust points—and making them easier to finish.
Design only works if it helps people take action – Whether it was for buyers or agents, every design choice had to help someone move forward. If it didn’t do that, it wasn’t solving the real problem.
This project reminded me that good UX isn’t just about clean layouts or best practices. It’s about helping people finish what they came to do, and making that easier for the business to support at scale.
I'm happy to share more about this project and how I work :)
