Engineering trust through digital presence

Weld Vision sells welding and cutting equipment through 800+ resellers across Brazil. But behind the commercial success, the digital operation was fragmented — different websites for different product lines, an outdated e-commerce platform, and no shared experience.

Sales teams worked around the system. Customers got lost between disconnected journeys. A B2B buyer looking for a quote could end up in a B2C checkout. A reseller searching for consumables couldn't find compatible products.

The challenge: unify B2B complexity with B2C speed in a single, scalable platform.

The fragmentation showed up at every touchpoint. Marketing couldn't drive organic traffic because the SEO foundation barely existed. Product information was inconsistent. And the same platform was supposed to serve a factory manager negotiating a $50K machine and a small shop owner buying consumables in minutes.

Fragmented platforms. 800+ resellers scattered across disconnected websites with no unified digital experience.

Low SEO performance. Poor URL structure, missing meta tags, and no content strategy made organic discovery nearly impossible.

Conflicting needs. B2B clients needed quotations and technical manuals. B2C customers wanted fast purchases and simple checkout.

I spent the first weeks talking to both sides of the business. B2B sales teams walked me through quotation cycles that took days. B2C customers showed how fast they abandoned when specs were unclear. Stakeholders from marketing, sales, and operations each had a different picture of the problem.

We mapped what we knew, what we assumed, and what we still had to prove — then benchmarked industrial leaders like Dell, Lincoln Electric, and ESAB to find gaps in the market.

The research surfaced the same friction across the journey — from search to post-purchase. Each step had a B2B pain, a B2C pain, or both. These became the design implications we couldn't ignore.

To keep the design grounded in real behavior, we framed needs as jobs to be done. Two patterns kept appearing: restocking consumables quickly, and requesting quotes without project delays.

With the pains clear, we turned each friction point into a testable hypothesis. Each one connected a design decision to an expected business outcome — so we could prioritize what mattered most.

We audited four competitors to understand what the market was getting right and where it was leaving room for Weld Vision. The pattern was consistent: strong technical content often came with poor UX, and fast UX often lacked the depth B2B buyers needed.

Every direction had a counter-direction. These three decisions defined what the platform would become — and what it deliberately refused to be.

With the decisions made, we rebuilt the information architecture from the problems up. Each area of the original IA had a clear objective in the new structure — audience-aware navigation, tailored product pages, dual checkout, and SEO from day one.

The same product page became the starting point for two very different journeys. B2C buyers moved toward purchase; B2B buyers moved toward quotation, negotiation, and long-term support.

Balancing two audiences on one platform meant constant trade-offs. Three constraints shaped the design more than any feature request.

The final design was a complete, functional e-commerce platform — not a set of isolated screens. It unified B2B and B2C journeys across a single codebase: audience-aware navigation, category-specific product templates, dual checkout flows, quotation negotiation, post-purchase self-service, and an SEO-first architecture.

Four product page templates — equipment, consumables, torches, and CNC machines — each prioritized the most relevant specs and actions for their category. B2B users landed on a quotation-ready catalog; B2C users got a streamlined shopping experience. Both paths shared the same backend, design system, and content structure.

Looking back, I would have pushed harder for a headless CMS from the start. The legacy admin panel constraints shaped many design decisions — not always in the user's favor. A more modern backend would have unlocked richer product experiences and faster iteration cycles.

The biggest lesson was learning to say "both" instead of "either/or." B2B and B2C don't have to be separate experiences — they need thoughtful information architecture that surfaces the right content for the right context.