Raja
Strategic revamp
Strategic revamp
About this project
Raja Group, a B2B packaging and professional tools company serving customers from small businesses to enterprise accounts (L'Oréal, Amazon), faced a revenue challenge in 2023.
As Lead UX/UI at Raja Group, my mission revolved around three core areas: improve the website’s revenue, the cross-departmental collaboration, and the impact of my team.
This role taught me how to balance business goals with long-term system work, and that DesignOps is key to delivering consistent, user-centered impact at scale.
Some content is shown to provide context while respecting company privacy. If you want to know more about a specific part, I'll glad to talk about it in interview.
Client
Raja
Industry
Packaging
Year
2023-2024
Role
Lead UX/UI
About this project
Raja Group, a B2B packaging and professional tools company serving customers from small businesses to enterprise accounts (L'Oréal, Amazon), faced a revenue challenge in 2023.
As Lead UX/UI at Raja Group, my mission revolved around three core areas: improve the website’s revenue, the cross-departmental collaboration, and the impact of my team.
This role taught me how to balance business goals with long-term system work, and that DesignOps is key to delivering consistent, user-centered impact at scale.
Some content is shown to provide context while respecting company privacy. If you want to know more about a specific part, I'll glad to talk about it in interview.
Client
Raja
Industry
Packaging
Year
2023-2024
Role
Lead UX/UI
Design evolution
Before revamp
The burger menu was always open and the carrousel took too much space.
Wireframe attempts
We tried to find a way to show marketing content and clear navigation entrances.
Final version after tests
The result of a complete design process, balancing user and intern needs.
Problem & Requirements
Market Pressure
During 2023 and 2024, our sector was impacted by a traffic decline of 10% due to economic downturn.
The first objective that I had was to maximize the conversion from existing visitors by improving the website.
Because the homepage was seen by 1/3 of our visitors and drove significant revenue, we decided to first revamp this page.
The homepage constat
We already known three critical usability issues from past surveys & datas:
The auto open burger menu wasn't helpful.
Most new visitors unaware of Raja's comprehensive service offerings.
The carousel wasn't effective and took too much space above the fold.
Problem & Requirements
Market Pressure
During 2023 and 2024, our sector was impacted by a traffic decline of 10% due to economic downturn.
The first objective that I had was to maximize the conversion from existing visitors by improving the website.
Because the homepage was seen by 1/3 of our visitors and drove significant revenue, we decided to first revamp this page.
The homepage constat
We already known three critical usability issues from past surveys & datas:
The auto open burger menu wasn't helpful.
Most new visitors unaware of Raja's comprehensive service offerings.
The carousel wasn't effective and took too much space above the fold.
Key insight
Navigation complexity was creating decision paralysis
and hiding Raja's competitive advantages.
Discovery and research approach
Discovery and research approach
Phase 1
Understanding the current state
Contentsquare & Qualtrics
I first analyzed the last 6 months of ContentSquare data and reviewed the different flows starting from the homepage. To correlate that with the user feedback, I examined customer reviews in Qualtrics.
« The menu on the left is not practical, on a laptop I cannot go down to the menu to access the categories at the bottom »
Raja France
« … For a newbie who has no idea where to look, we are bombarded with too many things in the main menu »
Mondoffice
Key finding
The carousel wasn't clicked and took too much space.
The traffic scrolling below the fold was very low.
The levels 2 & 3 of the burger menu weren't also clicked.
The header's features carried the performance (more than 50% CTR).
Phase 1
Understanding the current state
Contentsquare & Qualtrics
I first analyzed the last 6 months of ContentSquare data and reviewed the different flows starting from the homepage. To correlate that with the user feedback, I examined customer reviews in Qualtrics.
« The menu on the left is not practical, on a laptop I cannot go down to the menu to access the categories at the bottom »
Raja France
« … For a newbie who has no idea where to look, we are bombarded with too many things in the main menu »
Mondoffice
Key finding
The carousel wasn't clicked and took too much space.
The traffic scrolling below the fold was very low.
The levels 2 & 3 of the burger menu weren't also clicked.
The header's features carried the performance (more than 50% CTR).
Phase 2
Stakeholder & user input
Cross-country focus groups
I conducted workshops with European teams, but also our subsidiaries (Kalamazoo & Mondoffice) which would be impacted with this revamp later.
The focus group's support was an open cloze exercise and a review of the current homepage to ease the debate about what is working or not.
Once the the insights revealed, I made them sorted by importance to them.
Conflicting outcomes identified
Because each department wanted to be visible above the fold, I decided to split them in several sessions.
There were some tensions between "selling everything" and "make it simple" design orientation, but it was resolved later by the direction and our deliverable in support.
Phase 2
Stakeholder & user input
Cross-country focus groups
I conducted workshops with European teams, but also our subsidiaries (Kalamazoo & Mondoffice) which would be impacted with this revamp later.
The focus group's support was an open cloze exercise and a review of the current homepage to ease the debate about what is working or not.
Once the the insights revealed, I made them sorted by importance to them.
Conflicting outcomes identified
Because each department wanted to be visible above the fold, I decided to split them in several sessions.
There were some tensions between "selling everything" and "make it simple" design orientation, but it was resolved later by the direction and our deliverable in support.
Phase 3
Competitive intelligence
Benchmark analysis
I've studied 12 mainly B2B e-commerce sites across Europe based on their brand identity and the contents they proposed on their homepage.
Best practice findings
We added the Baymard Institute recommandations to shape our benchmark, here the synthesis:
Marketing
We couldn't continue with our bulky carousels. A mosaic layout offers a good compromise to scan key sales moments while saving space.
Navigation
The burger menu should not be the default navigation, but entry points to best meet user expectations (by theme, service, etc.).
Visual identity
High-quality images and well-crafted texts lend more credibility to a brand image and highlight our brand's values and services.
Phase 3
Competitive intelligence
Benchmark analysis
I've studied 12 mainly B2B e-commerce sites across Europe based on their brand identity and the contents they proposed on their homepage.
Best practice findings
We added the Baymard Institute recommandations to shape our benchmark, here the synthesis:
Marketing
We couldn't continue with our bulky carousels. A mosaic layout offers a good compromise to scan key sales moments while saving space.
Navigation
The burger menu should not be the default navigation, but entry points to best meet user expectations (by theme, service, etc.).
Visual identity
High-quality images and well-crafted texts lend more credibility to a brand image and highlight our brand's values and services.
Strategic design decisions
To choose a design direction after our exploration, I setted up a focus group with the different directors impacted.
2
hours
3
distinct wireframes
3
design axis decisions
Focus our effort on the contents above the fold
Highlight product categories
Close the always-open tab menu
Clutch outcome
This workshop prevented later second-guessing
and secured an accede to execution phase.
Strategic design decisions
To choose a design direction after our exploration, I setted up a focus group with the different directors impacted.
2
hours
3
distinct wireframes
3
design axis decisions
Focus our effort on the contents above the fold
Highlight product categories
Close the always-open tab menu
Clutch outcome
This workshop prevented later second-guessing
and secured an accede to execution phase.
Design deep-dive
Content strategy: new vs. returning visitors
The challenge was to design an homepage which would satisfy two audiences with different needs.
New visitors (40%)
Needs
Education, trust, discovery
Design solution
Reassurance banner, service visibility, clear categories, "Why Raja" messaging
Returning visitors (60%)
Needs
Quick access, news, promotions
Design solution
Mosaic news, search prominence, account access, category memory
Header
Clear navigation for new, quick access for returning.
Removing the reassurance line to put strategical entries. The reassurance contents were spread out on different pages.
Header
Clear navigation for new, quick access for returning.
Removing the reassurance line to put strategical entries. The reassurance contents were spread out on different pages.
Mosaic
Scannable for exploratory (new)
and skipping (returning).
Scannable for exploratory (new) and skipping (returning)
We had to be careful with the content's hierarchy, but it was a good way to quickly scan the information, and reduce the space taken.
This new way to show marketing entrances had an impact on the webdesigner team, in charge of the banners. Because the frames are smaller than a carousel slide, we had to pay attention about the text area to be sure it could match on every background.
The time to find a proper way to show it in mobile, I decided to show only the large block like we used to do for the carrousel.
Mosaic
Scannable for exploratory (new)
and skipping (returning).
We had to be careful with the content's hierarchy, but it was a good way to quickly scan the information, and reduce the space taken.
This new way to show marketing entrances had an impact on the webdesigner team, in charge of the banners. Because the frames are smaller than a carousel slide, we had to pay attention about the text area to be sure it could match on every background.
The time to find a proper way to show it in mobile, I decided to show only the large block like we used to do for the carrousel.
Categories
Showing the product entries, easy scan of what we're selling.
Visual identity
Like for the banners, my team didn't have the hands on the graphic part (banner & product image). We worked closely with the webdesigners to find a way to show those categories.
Context vs space
The objective of those entries was to help new customers to find easily the good category for them. We would first show the products in condition to ease the recognition. But after some iterations, we judged the pictures were too big to be above the fold.
Driven by the intention to see at least a first line of category, we adapted the images to match it.
Categories
Showing the product entries, easy scan of what we're selling.
Visual identity
Like for the banners, my team didn't have the hands on the graphic part (banner & product image). We worked closely with the webdesigners to find a way to show those categories.
Context vs space
The objective of those entries was to help new customers to find easily the good category for them. We would first show the products in condition to ease the recognition. But after some iterations, we judged the pictures were too big to be above the fold.
Driven by the intention to see at least a first line of category, we adapted the images to match it.
Result
A good balance between showing strategical information above the fold without adding too much weight.
Fit for new and returning visitors.
Result
A good balance between showing strategical information above the fold without adding too much weight.
Fit for new and returning visitors.
The results of our work
To resolve the last doubts about the number of categories per line, we made an A/B/C test.
This test ran over 3 weeks, and even if the KPIs were good for the new version, we've chosen to continue with a show of 8 categories per line for these better stats.
Primary Metrics
Primary Metrics
0%+
0%+
Global traffic, all devices
0%+
0%+
Category CTR
0€+
0€+
AOV user
0€+
0€+
AOV recurring user
0%+
0%+
Global traffic, all devices
0%+
0%+
Category CTR
0€+
0€+
AOV user
0€+
0€+
AOV recurring user
Total Revenue Impact (Month 1): + 273K €
Total Revenue Impact (Month 1): + 273K €
I guess we can say it was a success 🥳
I guess we can say it was a success 🥳
Secondary Metrics
Secondary Metrics
0%+
0%+
Traffic on category pages
0%+
0%+
Product Landing CVR
0%+
0%+
Banner CTR (Mosaic)
0%+
0%+
Search Engine CVR
0%+
0%+
Traffic on category pages
0%+
0%+
Product Landing CVR
0%+
0%+
Banner CTR (Mosaic)
0%+
0%+
Search Engine CVR
Iterations & next steps
1.
1.
Downstream Journey
Optimization
Homepage changes impacted several flows which needed to be optimized or preserved.
2.
2.
Mobile Experience
Enhancement
While the mosaic layout exceeded our expectations, we still had some improvements to do on mobile.
3.
3.
Personalization Foundation
This work enabled next phases turn to personalization like dynamic category ordering and personalized mosaic content.
Iterations & next steps
1.
Downstream Journey
Optimization
Homepage changes impacted several flows which needed to be optimized or preserved.
2.
Mobile Experience
Enhancement
While the mosaic layout exceeded our expectations, we still had some improvements to do on mobile.
3.
Personalization Foundation
This work enabled next phases turn to personalization like dynamic category ordering and personalized mosaic content.
What made this project successful
Stakeholder workshop approach
Presenting three distinct concepts with trade-offs led to faster, better decisions. Directors felt ownership of strategic direction, preventing later second-guessing.
Key Takeaway: Design multiple options and facilitate decision-making, don't prescribe single solution to leadership.
Data Changed the Conversation
Once we demonstrated +70% CVR improvement, design earned a seat at strategic discussions. Metrics transform perception from "nice to have" to "business driver."
Key Takeaway: Quantifiable impact is the fastest path to strategic influence.
Progressive validation
Validating direction early (wireframe workshop), then testing implementation (A/B test), reduced risk and built confidence at each phase.
Key Takeaway: Reduce uncertainty progressively rather than betting everything on final design.
Balancing design with stakeholder needs
The challenge wasn't just simplifying for users, it was simplifying while satisfying multiple department requirements. The navigation bar solution elegantly solved both.
Key Takeaway: Best solutions often come from reframing constraints as opportunities.
What made this project successful
Stakeholder workshop approach
Presenting three distinct concepts with trade-offs led to faster, better decisions. Directors felt ownership of strategic direction, preventing later second-guessing.
Key Takeaway: Design multiple options and facilitate decision-making, don't prescribe single solution to leadership.
Data Changed the Conversation
Once we demonstrated +70% CVR improvement, design earned a seat at strategic discussions. Metrics transform perception from "nice to have" to "business driver."
Key Takeaway: Quantifiable impact is the fastest path to strategic influence.
Progressive validation
Validating direction early (wireframe workshop), then testing implementation (A/B test), reduced risk and built confidence at each phase.
Key Takeaway: Reduce uncertainty progressively rather than betting everything on final design.
Balancing design with stakeholder needs
The challenge wasn't just simplifying for users, it was simplifying while satisfying multiple department requirements. The navigation bar solution elegantly solved both.
Key Takeaway: Best solutions often come from reframing constraints as opportunities.
