Improving the wholesale buying experience
Redesigned the wholesale ordering experience to support multi-brand purchasing, reduce friction from cart to submission, and scale Marketplace adoption across brands and verticals.
Role: Lead Product Designer
Scope: Led end-to-end product design across two connected initiatives; Marketplace Cart Overview and Working Order redesign. Partnering closely with product, research and engineering on phased delivery of a critical core workflow.
Impact:
- Enabled Marketplace strategy with a scalable multi-brand ordering model
- Projected ~$95M in Marketplace revenue over 5 years
- Reduced ordering errors and friction in the cart experience
- Improved buyer confidence and order completion across multi-brand purchasing
View case study
Overview
Ordering is the core workflow of NuORDER. Every buyer and brand relies on it to do business.
The existing Working Order (NuORDER’s cart and order building) experience was built for single-brand purchasing inside brand portals. As NuORDER expanded into a multi-brand Marketplace, that model no longer held. Buyers needed a unified way to review, manage and submit orders across brands, while still respecting brand specific rules around pricing, delivery and inventory.
I worked across two connected initiatives; Marketplace Cart Overview and the Working Order redesign. The goal was to modernise the wholesale buying experience and make it scalable across brands, verticals and future Lightspeed integrations.
The problem we were solving
The wholesale ordering experience had become fragmented, outdated and increasingly fragile.
The existing Working Order experience was designed for single-brand purchasing inside brand portals. As NuORDER expanded into a multi-brand Marketplace, this model broke down.
Buyers had to:
- Jump between brand portals to manage orders
- Manually track total spend and in-progress orders
- Navigate scattered delivery rules, pricing logic and validation errors
This fragmentation led to frustration, errors and nearly 800 support tickets in a single quarter tied to Working Order issues alone.More importantly, it constrained NuORDER’s ability to scale, expand into new verticals and integrate more deeply with Lightspeed.How might we modernise wholesale ordering to support multi-brand purchasing without breaking the flexibility brands rely on?
Clunky, cumbersome experience which resulted in poor user satisfaction
Who this was for?
This experience serves all NuORDER buyers and brand users.
The primary buyers are independent retailers with multiple locations, placing frequent wholesale orders across apparel, footwear, outdoor and home goods. They manage large assortments across multiple brands and align closely with Lightspeed’s retail ICP.
My role and influence
As Product Designer on the buyer experience team, I was responsible for the ordering experience.
Responsibilities included:
- Designed Marketplace Cart Overview as part of the Marketplace launch
- Carried that work forward into the Working Order redesign
- Partnered closely with product and engineering to align Working Order strategy with legacy system constraints
- Contributed to design exploration around deeper wholesale–POS integration for network users
Some ideation from the design spikes for wholesale ordering.
Key constraints and trade-offs
- The Working Order system is deeply customised and highly configurable for brands
- Buyers needed simplification, while brands relied on complexity
- The experience sits on a legacy codebase with high risk of regression
The central trade-off was clarity vs flexibility: improving speed and confidence for buyers without breaking existing brand workflows.
Given the risk, we intentionally shipped incrementally, validating improvements through controlled rollouts rather than a full replacement.
Design approach
Phase 1: Marketplace Cart Overview
We introduced Cart Overview as a central command centre for buyers.
It allowed buyers to:
- Browse across brands
- Add items to a shared cart
- See all active working orders grouped by brand in one place
From Cart Overview, buyers could jump into the relevant Working Order to finalise details, then return to continue shopping - reducing context switching and making multi-brand purchasing intentional.
Phase 2: Working Order redesign
With Marketplace live, we redesigned the Working Order itself.
The goal wasn’t a visual refresh, it was to rebuild the ordering flow around:
- Clarity
- Performance
- Modularity
We consolidated order details, cart review, validation and confirmation into a more cohesive experience capable of handling large, complex orders.
Research and usability testing highlighted key friction points such as; order initiation, delivery management, error handling and feature discoverability which guided decisions around layout and progressive disclosure.
This work also marked the first adoption of Lightspeed’s flagship design system within wholesale, establishing patterns that could scale across Marketplace, brand portals and future network features.
Outcomes
- Marketplace launched in five months, with Cart Overview enabling cross-brand discovery and ordering
- Marketplace initiative projected to generate $95M over five years
- Redesigned Working Order scheduled for release (quantitative impact forthcoming) but early testing showed strong improvements in perceived clarity, efficiency, and trust compared to the legacy experience.
What this work unlocked
Together, these initiatives transformed ordering from a brand-siloed workflow into a platform-level capability.
The initiatives enabled:
- Multi-brand purchasing at scale
- Supported deeper integration across Lightspeed’s ecosystem
- Allowed NuORDER to expand into new verticals without rebuilding ordering again
Most importantly, ordering shifted from a constraint into a foundation - one that can evolve with payments, POS integration and future Marketplace capabilities.
Reflection
This work strengthened my ability to design within complex legacy systems, balance buyer simplicity with brand flexibility and ship meaningful improvements incrementally in high-risk product areas.
View more:
Improving the wholesale buying experience
Redesigned the wholesale ordering experience to support multi-brand purchasing, reduce friction from cart to submission, and scale Marketplace adoption across brands and verticals.
Role: Lead Product Designer
Scope: Led end-to-end product design across two connected initiatives; Marketplace Cart Overview and Working Order redesign. Partnering closely with product, research and engineering on phased delivery of a critical core workflow.
Impact:
- Enabled Marketplace strategy with a scalable multi-brand ordering model
- Projected ~$95M in Marketplace revenue over 5 years
- Reduced ordering errors and friction in the cart experience
- Improved buyer confidence and order completion across multi-brand purchasing
View case study
Overview
Ordering is the core workflow of NuORDER. Every buyer and brand relies on it to do business.
The existing Working Order (NuORDER’s cart and order building) experience was built for single-brand purchasing inside brand portals. As NuORDER expanded into a multi-brand Marketplace, that model no longer held. Buyers needed a unified way to review, manage and submit orders across brands, while still respecting brand specific rules around pricing, delivery and inventory.
I worked across two connected initiatives; Marketplace Cart Overview and the Working Order redesign. The goal was to modernise the wholesale buying experience and make it scalable across brands, verticals and future Lightspeed integrations.
The problem we were solving
The wholesale ordering experience had become fragmented, outdated and increasingly fragile.
The existing Working Order experience was designed for single-brand purchasing inside brand portals. As NuORDER expanded into a multi-brand Marketplace, this model broke down.
Buyers had to:
- Jump between brand portals to manage orders
- Manually track total spend and in-progress orders
- Navigate scattered delivery rules, pricing logic and validation errors
This fragmentation led to frustration, errors and nearly 800 support tickets in a single quarter tied to Working Order issues alone.More importantly, it constrained NuORDER’s ability to scale, expand into new verticals and integrate more deeply with Lightspeed.How might we modernise wholesale ordering to support multi-brand purchasing without breaking the flexibility brands rely on?
Clunky, cumbersome experience which resulted in poor user satisfaction
Who this was for?
This experience serves all NuORDER buyers and brand users.
The primary buyers are independent retailers with multiple locations, placing frequent wholesale orders across apparel, footwear, outdoor and home goods. They manage large assortments across multiple brands and align closely with Lightspeed’s retail ICP.
My role and influence
As Product Designer on the buyer experience team, I was responsible for the ordering experience.
Responsibilities included:
- Designed Marketplace Cart Overview as part of the Marketplace launch
- Carried that work forward into the Working Order redesign
- Partnered closely with product and engineering to align Working Order strategy with legacy system constraints
- Contributed to design exploration around deeper wholesale–POS integration for network users
Some ideation from the design spikes for wholesale ordering.
Key constraints and trade-offs
- The Working Order system is deeply customised and highly configurable for brands
- Buyers needed simplification, while brands relied on complexity
- The experience sits on a legacy codebase with high risk of regression
The central trade-off was clarity vs flexibility: improving speed and confidence for buyers without breaking existing brand workflows.
Given the risk, we intentionally shipped incrementally, validating improvements through controlled rollouts rather than a full replacement.
Design approach
Phase 1: Marketplace Cart Overview
We introduced Cart Overview as a central command centre for buyers.
It allowed buyers to:
- Browse across brands
- Add items to a shared cart
- See all active working orders grouped by brand in one place
From Cart Overview, buyers could jump into the relevant Working Order to finalise details, then return to continue shopping - reducing context switching and making multi-brand purchasing intentional.
Phase 2: Working Order redesign
With Marketplace live, we redesigned the Working Order itself.
The goal wasn’t a visual refresh, it was to rebuild the ordering flow around:
- Clarity
- Performance
- Modularity
We consolidated order details, cart review, validation and confirmation into a more cohesive experience capable of handling large, complex orders.
Research and usability testing highlighted key friction points such as; order initiation, delivery management, error handling and feature discoverability which guided decisions around layout and progressive disclosure.
This work also marked the first adoption of Lightspeed’s flagship design system within wholesale, establishing patterns that could scale across Marketplace, brand portals and future network features.
Outcomes
- Marketplace launched in five months, with Cart Overview enabling cross-brand discovery and ordering
- Marketplace initiative projected to generate $95M over five years
- Redesigned Working Order scheduled for release (quantitative impact forthcoming) but early testing showed strong improvements in perceived clarity, efficiency, and trust compared to the legacy experience.
What this work unlocked
Together, these initiatives transformed ordering from a brand-siloed workflow into a platform-level capability.
The initiatives enabled:
- Multi-brand purchasing at scale
- Supported deeper integration across Lightspeed’s ecosystem
- Allowed NuORDER to expand into new verticals without rebuilding ordering again
Most importantly, ordering shifted from a constraint into a foundation - one that can evolve with payments, POS integration and future Marketplace capabilities.
Reflection
This work strengthened my ability to design within complex legacy systems, balance buyer simplicity with brand flexibility and ship meaningful improvements incrementally in high-risk product areas.
View more:
Improving the wholesale buying experience
Redesigned the wholesale ordering experience to support multi-brand purchasing, reduce friction from cart to submission, and scale Marketplace adoption across brands and verticals.
Role: Lead Product Designer
Scope: Led end-to-end product design across two connected initiatives; Marketplace Cart Overview and Working Order redesign. Partnering closely with product, research and engineering on phased delivery of a critical core workflow.
Impact:
- Enabled Marketplace strategy with a scalable multi-brand ordering model
- Projected ~$95M in Marketplace revenue over 5 years
- Reduced ordering errors and friction in the cart experience
- Improved buyer confidence and order completion across multi-brand purchasing
View case study
Overview
Ordering is the core workflow of NuORDER. Every buyer and brand relies on it to do business.
The existing Working Order (NuORDER’s cart and order building) experience was built for single-brand purchasing inside brand portals. As NuORDER expanded into a multi-brand Marketplace, that model no longer held. Buyers needed a unified way to review, manage and submit orders across brands, while still respecting brand specific rules around pricing, delivery and inventory.
I worked across two connected initiatives; Marketplace Cart Overview and the Working Order redesign. The goal was to modernise the wholesale buying experience and make it scalable across brands, verticals and future Lightspeed integrations.
The problem we were solving
The wholesale ordering experience had become fragmented, outdated and increasingly fragile.
The existing Working Order experience was designed for single-brand purchasing inside brand portals. As NuORDER expanded into a multi-brand Marketplace, this model broke down.
Buyers had to:
- Jump between brand portals to manage orders
- Manually track total spend and in-progress orders
- Navigate scattered delivery rules, pricing logic and validation errors
This fragmentation led to frustration, errors and nearly 800 support tickets in a single quarter tied to Working Order issues alone.More importantly, it constrained NuORDER’s ability to scale, expand into new verticals and integrate more deeply with Lightspeed.How might we modernise wholesale ordering to support multi-brand purchasing without breaking the flexibility brands rely on?
Clunky, cumbersome experience which resulted in poor user satisfaction
Who this was for?
This experience serves all NuORDER buyers and brand users.
The primary buyers are independent retailers with multiple locations, placing frequent wholesale orders across apparel, footwear, outdoor and home goods. They manage large assortments across multiple brands and align closely with Lightspeed’s retail ICP.
My role and influence
As Product Designer on the buyer experience team, I was responsible for the ordering experience.
Responsibilities included:
- Designed Marketplace Cart Overview as part of the Marketplace launch
- Carried that work forward into the Working Order redesign
- Partnered closely with product and engineering to align Working Order strategy with legacy system constraints
- Contributed to design exploration around deeper wholesale–POS integration for network users
Some ideation from the design spikes for wholesale ordering.
Key constraints and trade-offs
- The Working Order system is deeply customised and highly configurable for brands
- Buyers needed simplification, while brands relied on complexity
- The experience sits on a legacy codebase with high risk of regression
The central trade-off was clarity vs flexibility: improving speed and confidence for buyers without breaking existing brand workflows.
Given the risk, we intentionally shipped incrementally, validating improvements through controlled rollouts rather than a full replacement.
Design approach
Phase 1: Marketplace Cart Overview
We introduced Cart Overview as a central command centre for buyers.
It allowed buyers to:
- Browse across brands
- Add items to a shared cart
- See all active working orders grouped by brand in one place
From Cart Overview, buyers could jump into the relevant Working Order to finalise details, then return to continue shopping - reducing context switching and making multi-brand purchasing intentional.
Phase 2: Working Order redesign
With Marketplace live, we redesigned the Working Order itself.
The goal wasn’t a visual refresh, it was to rebuild the ordering flow around:
- Clarity
- Performance
- Modularity
We consolidated order details, cart review, validation and confirmation into a more cohesive experience capable of handling large, complex orders.
Research and usability testing highlighted key friction points such as; order initiation, delivery management, error handling and feature discoverability which guided decisions around layout and progressive disclosure.
This work also marked the first adoption of Lightspeed’s flagship design system within wholesale, establishing patterns that could scale across Marketplace, brand portals and future network features.
Outcomes
- Marketplace launched in five months, with Cart Overview enabling cross-brand discovery and ordering
- Marketplace initiative projected to generate $95M over five years
- Redesigned Working Order scheduled for release (quantitative impact forthcoming) but early testing showed strong improvements in perceived clarity, efficiency, and trust compared to the legacy experience.
What this work unlocked
Together, these initiatives transformed ordering from a brand-siloed workflow into a platform-level capability.
The initiatives enabled:
- Multi-brand purchasing at scale
- Supported deeper integration across Lightspeed’s ecosystem
- Allowed NuORDER to expand into new verticals without rebuilding ordering again
Most importantly, ordering shifted from a constraint into a foundation - one that can evolve with payments, POS integration and future Marketplace capabilities.
Reflection
This work strengthened my ability to design within complex legacy systems, balance buyer simplicity with brand flexibility and ship meaningful improvements incrementally in high-risk product areas.
View more:
