Peg B Technology
Resolving a foundational B2C-versus-B2B disagreement with market data, then building the design token architecture and testing loop that shipped a localized e-commerce platform on a compressed timeline.
Jump to outcomes & impactProblem & research background
Peg B Technology needed a localized e-commerce MVP for luxury retail markets across the UAE. The scope was equivalent to a six-month senior engagement, compressed into an intensive delivery cycle, which meant there was no room for a slow start.
The slow start almost happened anyway. Before any interface work could begin, the team was split on a question that wasn't cosmetic: should the platform serve a B2C model or a B2B one? That single decision would determine the information architecture, the checkout logic, and the pricing structure underneath everything else. Building before resolving it would have meant designing the wrong product faster.
I brought in Kantar Business Intelligence data to ground the decision in evidence rather than whoever argued loudest in the room. That gave stakeholders a shared reference point to commit to a direction, instead of re-litigating it mid-build.
My role, process & key decisions
My role & process
- Stakeholder alignment: used Kantar data to settle the B2C/B2B question before any screens were built.
- Interim infrastructure: confirmed Odoo as the interim ERP, giving the team a working backend to design and test against without waiting on a custom build.
- Design systemization: built the token architecture that let the interface scale across markets without hand-rebuilding components each time.
- Validation loop: ran usability testing and journey mapping pre-launch, then A/B testing and behavioral analytics post-launch, treating go-live as the start of the measurement, not the end of the project.
- Delivery management: authored product specs, user stories, and acceptance criteria inside Agile/Scrum sprint planning to keep cross-functional teams aligned.
Key design decisions
- Primitive → Semantic → Component token architecture, built in Tokens Studio and Style Dictionary. Brand and UI decisions lived in a system, not hardcoded across screens, so a change at the primitive layer could propagate everywhere it needed to without a manual rebuild.
- Odoo as interim ERP. Rather than waiting on a bespoke backend, the team worked against a known system, keeping design and engineering moving in parallel instead of stalling on infrastructure.
- Evidence-first resolution of the B2C/B2B question, instead of a design-by-committee compromise that would have hedged on both models and served neither well.
Artifacts & evidence
How this page is styled
This flow is a generic reconstruction: a plausible luxury-retail e-commerce journey built to exercise the actual decisions the case study names, not a recreation of Peg B's confidential UI. Treat it as a design brief, not an artifact of record.
User Flow: Peg B Technology
Outcomes & impact
The three figures above appear here again with full source detail - the proof tiles up top are the at-a-glance version, this is the cited version.
| Metric | Result | Source |
|---|---|---|
| Design iteration time (internal handoffs) | −40% | Internal tracking |
| User error rate | −25% | Post-launch behavioral analytics |
| Customer retention | +10% | Post-launch A/B testing |
The platform launched on time and within budget. More importantly, the improvements didn't stop at go-live: the error rate and retention figures came from behavioral data gathered after launch, not projections made before it.