Transforming 100+ Sites into a Unified Platform
Snapshot
Client / Bridgestone is the world's largest tire and rubber company, with ~50 production facilities and nearly 55,000 employees across North America, Latin America, and Europe, Serving both B2C and B2B audiences.
Company / iCrossing
Focus / Global B2B & B2C platform unification
Role / Experience Lead, Research
Team / 15 people across design, content strategy, product, and engineering
Timeline / 12 months to launch, plus ongoing enhancement support
Impact / +93% increase in time on site, 30% reduction in post-launch errors
Bridgestone’s digital ecosystem was fragmented, with siloed experiences for commercial, consumer, and corporate audiences.
This lack of integration weakened brand consistency and limited opportunities to cross-sell products and solutions.
Where We Started
Bridgestone's digital footprint had grown into 15+ NA sites, 36+ LATAM sites, 75+ EMEA sites, and 1,000+ separate URLs, each built by a different team with no coordination. Navigation, content, even basic product info varied from site to site.
They needed one platform that could hold both B2B and B2C audiences without watering down either and scale as new regions and products got added.
What Stood in the Way
This was never going to be a straightforward redesign. A few things made it harder:
A fragmented ecosystem.
Over 100 sites, each built in isolation, equated to business and regional inconsistencies.Stakeholders pulling in different directions.
B2B and B2C teams cared about different metrics and different wins. Getting to one coherent experience meant getting both rooms to agree on what "better" even meant.Real technical limits.
The platform couldn’t be rebuilt from scratch, so solutions had to scale within existing technical and business unit data constraints.A trust problem I inherited.
Design and development had been misaligned before I got here, and it had already cost the team the client's confidence. Part of the job was earning that back.
My Strategy
Turning 100+ fragmented sites into one coherent platform meant building something flexible enough to hold every audience's needs without collapsing into a generic mess. Here's what I prioritized:
One component system, built to be reused.
A single, modular component set now powers dozens of sites: faster to build, easier to keep consistent.One experience, audience-aware.
Consumer and commercial journeys stayed distinct where it mattered, unified everywhere else.Built for what's next.
The framework supports new regions and product launches without a rebuild every time.Fixed the process, not just the product.
I introduced requirement templates and a creative-specific QA step; the fastest way I knew to close the design/dev gap and rebuild trust with the client.
It’s not just about building sites more efficiently, it’s about delivering a seamless, trustworthy experience everywhere Bridgestone shows up.
What I Owned
As Experience Lead, I stayed hands-on with research and wireframing throughout, while working closely with three designers, content strategy, product, and engineering. My work included:
Unblocked the team.
Turned stakeholder feedback into clear direction the team could actually act on, and clearing blockers when they came up.Aligned design and engineering.
Ran development refinement sessions to keep design and engineering aligned on what was actually feasible.Bridged the data.
Served as the main point of contact with our analytics partner, folding real data into design decisions.Owned the client relationship.
Presented solutions directly to external stakeholders and managing their expectations.Synthesized at scale.
Took feedback from a wide stakeholder group and turned it into one clear, consistent design direction.
The Impact
The rebuild moved the needle in ways I could actually measure:
69% reduction in YoY cost per site, alongside 85% pattern reuse across the platform
+93% increase in time spent on site
+71% increase in PLP page views, 27% increase in PDP page views
470 pages and assets removed; a real cleanup, not just a redesign
30% reduction in post-launch errors, thanks to the creative-specific QA process
What I'm proudest of: this isn't just a nicer-looking site. It's infrastructure that scales for new regions and new products without starting over.
What I’d Do Differently
Bring developers in earlier.
Early on, only tech leads sat in on refinement sessions, not the developers actually doing the work. Once developers joined directly, they could react to real screens and flag technical constraints on the spot, which made our estimates more accurate.Set expectations with stakeholders early, not during review.
One stakeholder team came in wanting something that technical limitations wouldn't allow, and we didn't find that out until we were mid-design-session. It derailed the agenda and cost us time. Naming constraints upfront, before the meeting, would've kept things on track.
Discovery Highlights
Audited ~100 NA, LATAM, EMEA sites. Pinpointing global functionality and component gaps, prioritizing reusable and adaptable elements to support a scalable, consistent experience across regions and audiences. Tagged all components as Reuse, Adapt, or Invent.
The Gap analysis showed only 10% of components required net new development. Most new features addressed regional needs, such as WhatsApp integration, and product card regulatory considerations.
Interviewed 23 stakeholders across nine B2B and B2C groups, uncovering diverse user needs and business priorities. Findings emphasized the importance of a customer-focused approach, highlighting dealers as a key audience and motorcycle buyers as enthusiast-driven users.
Developed personas using existing data, social listening, user insights, and stakeholder interviews to inform audience-focused design decisions across B2B and B2C users
Users prioritize data and education, value technological advancements, cultivate customer relationships, and rely on brand reputation for trust.
Conducted tree testing with 105 participants to validate navigation and simplify the unified site experience across commercial, automotive, and motorcycle audiences.
Overall task success was strong, with consumers performing slightly better. Key opportunities include clarifying educational tool segmentation and improving cross-linking to boost searchability.
Key Wireframes
As part of consolidation, the unified site delivers a seamless shopping experience, allowing customers to easily switch between Consumer and Commercial products and solutions.
Commercial PLP
Commercial PDP
Commercial Retread Savings Calculator
Consumer Dealer Search with self-selection for Automotive or Motorcycle results
Consumer Resource Center
Usability Testing
The Tire Decision Guide is a shopping tool that helps consumers, especially those less familiar with tire purchasing, find curated tire matches by entering personalized vehicle details, converting prospects into customers.
Conducted unmoderated usability testing to evaluate process intuitiveness, clarity of next steps, and usefulness of match results for supporting purchase decisions.
Tool received a 4.8/5 helpfulness rating, with 80% of users finding all steps clear; minor improvements were suggested, including clarifying the “Why Do You Need Tires” step and adding VIN/license plate lookup in the future.
Essential UX improvements were implemented and documented, while lower-priority enhancements were backlogged for future phases.