// WORK 002
I was brought in to write product pages. I left having redesigned how the company sells.
Full-stack UX redesign for a Toronto-based B2B industrial cleaning supplier.
A Toronto B2B supplier of industrial cleaning consumables was competing against distributors many times its size while hiding the three advantages that could beat them. I was hired to write Amazon product pages and followed the content problem upstream into a UX one. Research with facilities managers and EHS officers reframed it: B2B buyers finish most of the journey before contacting anyone, so the site is the sales team. Four structural moves came out of it, including a customer-facing reorder product.
Client withheld under NDA; no client visuals shown
The site hid all three of its advantages
0 of 3
advantages the company actually had were visible anywhere on its own site.
It was Canadian under a procurement policy that pays for exactly that, verifiably sustainable with audited numbers behind it, and priced for the SMB buyers the big distributors turn away. The site said none of it, behaving like an electronic catalogue in a market that had stopped shopping from catalogues.
The website was the sales team all along
Research with facilities managers and EHS officers reframed the brief: these buyers finish most of the journey before contacting a vendor, so the website isn’t a brochure the sales team hands out, it is the sales team. That turned a redesign into a positioning problem that happened to ship as a website.
Industry-led navigation
Buyers default to vendors who speak their language, so industries got promoted to top-level navigation. Nine industry pages, one click from home, each surfacing the compliance considerations that sector cares about.
Product pages that teach, not spec-dump
Use-case framing, industry tags, certifications above the fold, and one-click safety data sheets. Every question answered on the page is one fewer email, and the buyers who would have emailed mostly just leave.
A dedicated Buy Canadian page
A standalone, indexable surface citing the policy by name with a registration number, downloadable eligibility certificates, and a named institutional contact instead of a generic sales inbox.
ReStock, the part that isn’t a website
Buyers track consumption in spreadsheets that are right on Monday and wrong by Wednesday. So the reorder became a product: live stock, threshold alerts, auto-reorder drafts, gated behind a verified business account.
A concept, benchmarked in the open
A concept redesign, so there is no shipped conversion number to hand you. What I can show is the design benchmarked against the four competitors it was built to beat, on the heuristics that decide B2B purchases. I scored it myself, so read it as a structured comparison, not an independent audit.
5/5
On the three B2B-specific heuristics the strategy concentrates on: industry relevance, compliance visibility, self-service depth. No competitor scores 5 on all three; the closest scores 4/4/3.
2
Heuristics I scored a 4 rather than a 5: power-user efficiency and depth of help documentation. Written up as v2 priorities instead of quietly rounded up.
I should have checked my sources sooner
I cited several statistics for weeks before auditing them against their original sources, and found some misattributed or loosely worded. Verifying them was uncomfortable and correct, and it should have happened when I first wrote them down, not after decisions were already leaning on them.
What holds for any B2B site
If buyers finish the journey before they contact you, the website is the sales team.
Which means the work is not decoration: it is putting the evidence on the page that a salesperson would otherwise have to say out loud, and removing the reason to call at all.