Partnered with the VP Design to lead a group-wide design organization transformation, with a dual objective:


• Create strong synergy across designers who were previously isolated in product silos


• Maintain and improve production velocity across all products during transformation and scale

Scope & people management

Initial setup of 6 designers distributed across 4 products, operating independently with little to no cross-team collaboration.

Scale-up phase to 35 designers across 12 products, supporting rapid growth.

REM down phase with a stabilized team of 16 designers across 8 products, while preserving the operating model and delivery efficiency.

Key challenges & responsibilities

Design organization & Design Ops transformation

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• Redesign of the group design team structure, moving away from a siloed, product-based allocation.

• Creation of a Design Factory operating as an internal agency model, enabling:

  • smarter allocation of design resources based on expertise,

  • faster and more relevant responses to business needs,

  • stronger cross-product alignment and shared standards.

Implementation of a standardized intake and delivery process:

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• design audits to assess needs and scope,

• clear framing of UX and business challenges,

• allocation of the right design resources based on budget, complexity, and expected impact

​Definition and rollout of a unified design methodology, applied consistently across all products and requests, ensuring quality, coherence, and delivery speed.

Product leadership & user experience

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• Lead designer across a portfolio of 4 B2B and B2C products for one of the largest e-commerce platforms in France.

• Complete redesign of product architectures, previously built as independent systems despite overlapping user journeys.

• Transition from fragmented product architectures to a “Bridge Experience” model:

  • a single, unified user journey,

  • seamlessly distributing users across products based on their needs,

  • while preserving product autonomy.

Impacts & outcomes

Experience quality & design maturity

Global CSAT increased from 3/10 to 6.5/10 within 2 years across all products.

UMUX score improved from 55/100 to 78/100.

Journey maturity progressed from F-Level (technology-centered) to C-Level (design-centered), reflecting a strong shift toward user-driven experiences.

Growth & business performance

Expansion of the seller base from 9,500 to over 14,000 sellers.

12% churn reduction within 2 years, driven by:

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• clearer, more coherent user journeys,

• improved usability and cross-product continuity.

• Establishment of a scalable Design Ops model capable of supporting growth without sacrificing quality, across both scale-up and scale-down phases.

Observed impact:

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• +4,500 net sellers

• –12% churn, significantly improving retention and lifetime value

• Average ARPU: €60k / year

• Estimated incremental ARR: ≈ €250M

• Excluding the additional positive impact of churn reduction on long-term revenue