Portfolio
The Company is best known for its iconic Swiss Army Knife, but its digital ecosystem had grown into something far more complex: multiple eCommerce platforms, service portals, and brand-led websites operating across markets and systems.
As the ecosystem expanded, delivery speed increased faster than shared clarity. Platform and feature decisions were increasingly driven by internal opinion, legacy assumptions, and isolated performance metrics. The risk was not slow delivery, but accelerated launches without validating user impact or accessibility implications.
As a Senior UX Researcher, I worked across product, marketing, engineering, and service to raise UX maturity, integrate research into decision-making, and restore a shared definition of success across platforms.
Project context
Challenge
The Company was undergoing a major transformation: a move from a monolithic commerce platform to a composable, headless architecture; the launch of new digital platforms; and an ambition to increase eCommerce performance globally.
At the same time, accessibility requirements were rising, internal ownership was fragmenting, and teams were under pressure to deliver quickly.
The core challenge was not change itself, but how to make high-impact decisions during change without relying on assumptions, internal opinion, or partial metrics.
Process and method
Strategy
I led a research-led transformation focused on turning fragmented signals into shared evidence, structured around four pillars.
Continuous Discovery
I embedded mixed-method research across web properties to surface behavioural friction early and create a steady flow of decision-ready insight.
Across platforms and over time, one pattern remained consistent: persistent friction around navigation clarity and content hierarchy. Users repeatedly struggled to understand where they were in the journey and how to progress, particularly in product exploration and service flows.
These observations reinforced that the issue was not visual design, but semantic precision and hierarchy.
Cross-functional Enablement
I worked closely with eCommerce, Development, and Marketing to translate research findings into prioritisation inputs, ensuring insights informed roadmap, content, and feature decisions.
Operationalising Accessibility
I acted as a point of escalation for digital accessibility, embedding WCAG requirements into delivery processes so compliance became a design and development concern rather than a late audit.
Platform-First Thinking
During the SAP Commerce Cloud migration, I supported the evolution of the design system to meet new development constraints, enabling consistency across Community Online, B2B, and brand platforms while preserving flexibility.
Process and method
Execution Highlights
Revenue Optimisation via UX Research
I combined behavioural analytics with usability testing on key product subcategories to understand where personalisation and navigation workflows broke down.
These signals helped distinguish genuine engagement from uncertainty-driven interaction and guided targeted adjustments to structure and content.
Service Blueprint for Repairs
I mapped the end-to-end journey for the Repair Service, connecting frontend interactions with backend processes. The service blueprint exposed misalignments between user expectations and internal workflows, creating a shared reference for operational and experience improvements.
Platform Migration Support
During the transition to a headless architecture, I partnered with development and content teams to maintain UX coherence across releases. Documentation and design-system updates helped balance speed, branding, and consistency during parallel launches.
Accessibility as a Cultural Shift
Recurring failures in semantic structure, contrast inconsistencies, and keyboard-navigation traps clearly indicated systemic design-system issues rather than isolated defects. This evidence proved decisive in prioritisation discussions and shifted accessibility from reactive fixes to structural improvement.
Result and impact
Outcome
This work helped reposition UX research as a stabilising force during transformation.
Decisions became more evidence-led, accessibility risks were surfaced earlier, and platform changes were supported by a shared understanding of user behaviour.
We shifted from release-driven decision-making to evidence-informed prioritisation, using research as a standard checkpoint rather than an optional add-on.
Reflection
Reflection
Scaling UX research in this context was less about introducing new methods and more about changing how certainty was earned.
When research consistently showed where assumptions failed, and when signals were shared across teams, UX moved from being a support function to a source of clarity during change.