An engagement for a well-known fashion brand whose digital operation had lost its coherence and performance. Objective: rebuild a reliable omnichannel e-commerce, modernize the platform, and reinstate clear digital governance.
Omnichannel remained theoretical rather than functional.
The network was there, the traffic was there, the brand was there. Omnichannel, on the other hand, only existed on paper.
Before rebuilding anything, we had to stop what was no longer moving and give the team a shared reading of the mission.
Leave Salesforce Commerce Cloud for a base able to evolve at the brand's pace, with a goal considered unrealistic at the time: a fast, stable, omnichannel platform within months.
Turn the network into an extension of digital rather than a source of friction: synchronised stock, smooth Click & Collect and clear governance between digital and retail.
Rebuild usable segments, give campaigns their meaning back and recalibrate paid traffic to stop burning margin for nothing.
A more agile platform, faster to evolve, to regain control over the pace of digital change.
Modernizing the purchase journey, with particular attention to mobile, the majority traffic channel.
Simplifying the tree structure and product presentation for clearer navigation.
Making stock flows between digital and the 70 stores reliable, so Click & Collect and ship-from-store actually work.
Redesigning the conversion funnel to reduce friction and improve the clarity of the offer.
Structuring roles and responsibilities between digital and retail to stabilize governance over time.
A faster, more agile Shopify platform
Higher conversion rate, especially on mobile
Omnichannel stabilized (reliable stock, Click & Collect, ship-from-store)
More profitable marketing, better coordinated with retail teams
After a long run of successive leaders, the difficult part wasn't knowing what to do. It was owning what had to be stopped.
Keeping the existing platform would have been less risky short-term, but would have carried over the limits of a system that had become rigid and costly to evolve.
Migrate entirely to Shopify on a timeline judged unrealistic, rather than maintain a system nobody in the company could move any more.
Several projects were started, budgeted and defended internally: stopping them meant disowning part of the previous years' work.
Stop them to focus the team on a single mission, accepting the political cost of a halt rather than the permanent dilution of effort.
The logical route was to ship the new site first, then deal with the stores once the platform was stable.
Run both workstreams together, because a rebuilt site sitting on wrong stock would only have pushed the problem onto customer service.
