Galleria Arben
E-commerce redesigned from scratch: web, iOS and Android
As Product Lead, I took Galleria Arben from a static website to a working e-commerce platform, from research and roadmap to design, development and launch.
results
+20% orders in the first 3 months after launch.
4,000+ products in a live catalog integrated with the company’s 1C system.
From WhatsApp orders and Excel price lists to e-commerce on web, iOS and Android.
Phased launch that balanced business value and development cost; I also helped reduce the cost of the 1C integration.
Led a second designer and reviewed the build before release.
Galleria Arben sells fabrics for interior design, with more than 4,000 products in the catalog. Its customers are interior designers and private clients. The old website had no e-commerce features and wasn’t connected to daily operations: orders came through messengers and price lists lived in Excel.
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problem
The website had an outdated design and no basic shop features: no cart, no personal account, no useful filters. Using the site was harder than not using it, so customers flipped through PDF catalogs and called a manager. With 4,000 fabrics in a static catalog, half of the range was never seen, and similar items — like 20 kinds of white tulle — looked like identical squares.
solution
I redesigned the website and the app around how people actually choose fabric. The catalog is now dynamic with reliable search and filters. A grouping algorithm keeps similar fabrics from piling up next to each other. Designers can save fabrics into project folders, share them with clients and build moodboards. I also added reservations for fabrics under approval and on-demand orders for missing lengths. Every feature makes choosing, saving and ordering faster.
Stage 1. Research & Analysis
Interviews: Business Processes
I conducted a series of interviews with the client’s team to understand the end-to-end process — from customer acquisition to after-sales service:
How customer acquisition, order processing, and payment work
How order assembly and delivery are organized
What challenges arise at each stage
What complaints come from managers and delivery services
Which processes can be changed in the near future and which cannot (due to business constraints and internal IT systems, specifically 1C)
What changes are already being planned in the company
User Interviews
In parallel, I researched the user side:
Created current customer personas and mapped out key purchasing scenarios.
Identified user pain points at every stage of the customer journey.
Analyzed direct user complaints.
Data Analysis & Processing
Based on the interview insights, I:
Analyzed the client's business processes.
Created user personas.
Mapped out user stories and employee workflows.
Defined order and product lifecycles.
Problem Identification
Documented inefficiencies in the client’s business processes.
Spotted opportunities to optimize manager workflows.
Benchmarked user expectations against market and industry standards.
Identified key user friction points and micro-pains at every stage.
Product Roadmap
I defined a strategic product roadmap that includes:
MVP Scope: The minimum viable product required for a successful initial launch.
Post-Launch Stabilization: A dedicated phase for debugging, optimization, and system stabilization.
Phased Feature Rollout: A step-by-step product evolution plan for the upcoming months.
Feedback Loop & Metrics Tracking: A post-launch plan to monitor user feedback and analyze core product metrics.
Stage 2. Prototyping
Designed wireframes for key e-commerce pages [e.g., Homepage, Catalog, Product Detail Page, Favorites, Reservation, and Checkout].
Built a comprehensive sitemap.
Created a full-site interactive prototype to test logic and user flows before moving to the UI stage.
Stage 3. Branding & UI Design
Conducted stakeholder interviews to align on visual direction and style expectations.
Performed competitive visual analysis.
Defined the brand’s aesthetic direction, mood, and visual tone.
Developed multiple design concepts using the Catalog and Product Detail Pages (PDP) to select the final creative direction.
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Core
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Action
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Text
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Accent
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Stage 4. Design System & Full UI Rollout
Designed the complete web and mobile application interfaces, including a comprehensive Figma design system.
Mentored and managed a second designer: assigned, tracked, and reviewed tasks.
Owned the UI guideline compliance, overall design quality, and project deadlines across the entire site.
Stage 5. Development & Launch Management
Defined and prioritized tasks for development sprints.
Maintained continuous communication with the development team at every stage of the project.
Controlled project timelines, oversaw QA testing, and managed the final product launch.
Key Problems & Solutions
Problem 1
4000+ Fabrics in the Catalog
Most of the product range is not physically visible to the user on the catalog page.
The Solution:
Every time the user opens (or refreshes) the catalog, the set of fabrics shown changes, but search and filters always give the user a predictable, stable result.
Problem 2
Visually Identical Fabrics
Many fabrics look almost indistinguishable in catalog previews.
The Solution:
I introduced a category-coefficient grouping system within the 1C database. The catalog layout algorithm ensures that adjacent items in a grid row are pulled from different aesthetic groups (e.g., a 5-item row follows a 1-2-3-1-2 pattern). This breaks up visual monotony and creates a diverse search feed. The number of groups is fixed and pre-approved, with each product assigned to exactly one group.
Problem 3
Project Approval by Interior Designers
The core user segment consists of interior designers who need to present curated fabric combinations and streamline the approval process with their clients.
The Solution:
Instead of building a complex, custom presentation module, I designed a streamlined alternative: folders within "Favorites." Designers can now organize fabrics by room, create visual moodboards/collages with fabric textures and interior photos, and share them via a single link. This allows the end-client to easily review and choose from multiple options for each space.
Problem 4
Fabrics Running Out of Stock During the Approval Process
Interior designers usually order multiple fabrics at once for an entire project. However, because the client approval process takes time, some of these fabrics frequently sell out before the order can be placed, disrupting the whole interior design concept.
The Solution:
I designed a reservation feature. A designer can put a 7-day hold on the fabrics for a project while the client reviews the options, so the stock doesn’t disappear before the order is placed. Reserved items and their hold status are visible in the designer’s account, and a reminder is sent before the hold expires.
Problem 5
Insufficient Fabric Yardage in Stock
The required fabric yardage was frequently out of stock. However, the company already had a backend process for rapid, on-demand custom orders; the issue was that this option wasn't exposed to the user in the interface, leading to lost sales.
The Solution:
I introduced an on-demand backorder feature. If the required yardage is unavailable, users can instantly place a custom request directly from the product page, eliminating the need to wait for a general catalog restock.
Problem 6
Mixed Availability and Split Shipping in a Single Order
A single order often contained multiple fabrics with different shipping readiness dates. The interface failed to communicate this clearly, causing confusion about delivery timelines and delaying entire orders.
The Solution:
I designed a two-tier order tracking system for partial deliveries. Users can monitor statuses at both the overall order level and for each individual fabric separately (e.g., one item is "assembling," another is "in transit," and a third is already "delivered").
see also
