The surface-level brief was clear: build one global B2B ordering platform. But the real challenge sat underneath — how do you design a single experience that works for radically different markets, users, and sales models without falling into the trap of mediocrity-by-consensus? Some countries had advanced loyalty programs, others didn't. Some customers re-ordered the same six items every time. Others browsed seasonal products across multiple distributors. Our goal was to create a scalable, lovable frontend for all of them — without bloating the interface or diluting its purpose. The platform had to be flexible but not chaotic, familiar but not dated, and most importantly: useful enough to become a habit.

I leaned hard into a product leadership mindset: designing not just interfaces, but systems, relationships, and ways of working. We redefined the core product journeys from the ground up — placing orders, reordering, account switching, and managing loyalty — then layered in nuance based on market-specific research. I encouraged the design team to work in vertical squads but stay aligned through shared foundations, like our design system and experience tenets. To make this work globally, we embedded local voices into the process early. Our research in Vietnam, for example, revealed that over 50% of customers reordered the same items, and nearly 40% wanted those items more visible — not hidden behind menus. That insight led us to prioritize reorder surfaces across the homepage and PLP. I worked closely with PMs and engineers to scope modular solutions that could be toggled by market without introducing tech debt or chaos. Our guiding principle became: "Local flavor, global muscle."

We launched the first global version of eazle into multiple markets by mid-year, successfully migrating thousands of customers from legacy systems. The platform now powers everyday ordering for bars, restaurants, and retailers in radically different contexts — from major cities to rural outposts. We saw uplift in key metrics like: - Increase in active customer rate (tracked MoM post-migration) - Reduced dropout during onboarding - More engagement with reorder features (especially in markets like Vietnam and Nigeria)

But more importantly, we created a playbook for how global and local design teams can truly co-create — not just localize.

A great global product isn't one-size-fits-all. It's one-core-fits-most, with smart edges. And good design leadership often means making space — for other voices, for slower conversations, for trade-offs. The best decisions weren't the ones I made quickly. They were the ones we made together, when we held the tension a little longer.