Role: B2B IT UX Consultant
Industry: Enterprise · B2B eCommerce · Digital Platforms
Scope: Product flows · Platform modernisation · Design system · Stakeholder workshops · DevOps handoff · Testing · Visual QA
Collaboration: European headquarters · Local business teams · Developers · Dealers · Product stakeholders
Focus: Making a fragmented B2B ecosystem more consistent, easier to use, and easier to evolve
Due to GDPR and enterprise confidentiality, I cannot share production screens or detailed internal visuals. This case study focuses on UX strategy, system decisions, workflows, collaboration, and outcomes.
Konica Minolta operates a complex B2B digital ecosystem across multiple European markets. The work covered a modern eCommerce platform and a legacy dealer platform used for indirect sales.
These products were business-critical and used by dealers, partners, and internal teams in different countries. Each market had its own priorities, level of digital maturity, and local business needs.
I worked as an embedded UX consultant within the IT department, collaborating with European headquarters in Germany, local business teams, and development teams.
I worked across UX strategy, hands-on design, stakeholder communication, and delivery support.
A large part of my role was translating business needs into practical flows, prototypes, specifications, and developer-ready tasks. I also helped balance short-term feature delivery with the longer-term goal of making the platform more consistent and easier to maintain.
The B2B ecosystem had grown over time across different platforms, teams, and technical foundations.
The modern eCommerce platform and legacy dealer system did not always follow the same UX patterns or visual language. At the same time, teams needed to keep releasing features quickly across multiple European markets without disrupting existing business operations.
The challenge was to improve the experience gradually, without relying on a full platform rebuild.
The eCommerce and dealer platforms used different patterns and visual approaches, which made the experience feel fragmented for users and created extra work for teams.
I helped define a shared UX direction and introduced scalable design system principles that could work across both the modern and legacy platforms.
This created a clearer path for gradual modernisation without requiring a full system rewrite.
The dealer platform was essential for daily business, but many of its flows were outdated and difficult to navigate.
I worked on key workflows, information architecture, and interaction patterns to reduce unnecessary complexity while respecting technical limitations.
The platform became easier to use and easier to improve incrementally over time.
Different European teams often had competing priorities, which could lead to unclear ownership, late changes, and slow decisions.
I ran regular review sessions, presented UX concepts and prototypes, and facilitated workshops focused on dealer workflows and B2B purchasing behaviour. This helped teams align earlier on scope, priorities, and expected outcomes.
Cart and checkout flows created friction for partners, especially where purchasing decisions involved complex B2B rules and dependencies.
I reviewed the journeys, removed unnecessary steps, and simplified key decision points based on testing and stakeholder feedback.
The purchasing experience became easier to complete and support requests around key flows were reduced.
The platform needed to introduce new functionality, including an AI chatbot and dynamic FAQ components, while keeping the experience stable for existing users.
I helped integrate these features into relevant user journeys and ensured they matched existing patterns, expectations, and technical constraints.
This supported faster validation and smoother adoption of new functionality.
Design handoff had previously caused rework and misunderstandings between UX and development. I managed UX work in Azure DevOps, prepared clear documentation and acceptance criteria, and remained involved during development through visual QA against Figma designs.
This improved implementation quality and made collaboration between UX and engineering more efficient.
A clearer and more consistent UX direction across eCommerce and dealer platforms
Improved usability in business-critical dealer workflows
Better alignment between European stakeholders, IT, and development teams
Faster and clearer delivery through structured DevOps handoff and visual QA
Reduced friction in key B2B purchasing journeys
A realistic path for modernising legacy systems without disrupting business operations
This project strengthened my ability to work in complex enterprise environments where product decisions need to balance local market needs, business priorities, legacy systems, and delivery constraints.
It also showed me that modernisation does not always mean replacing everything. Clear UX direction, better collaboration, and incremental improvements can create meaningful progress in large, business-critical platforms.