Unifying Experiences Across B2B, B2C, and Employee Platforms @ Reece USA
Role
Head of User Experience
Company
Reece USA
Year
2021- 2024
THE OPPORTUNITY
Reece, a leading distributor in Plumbing and HVAC, had recently brought nine regional brands under one umbrella. The result was fragmented customer journeys, siloed operations, and missed opportunities to leverage scale.
To thrive in a rapidly evolving market, the company needed a unified digital vision. My mandate was to build a UX function capable of driving that transformation and connecting B2B, B2C, and employee-facing experiences.
THE JOURNEY
Building the Foundation for Unified Experiences
I established the first UX team at Reece, blending senior expertise with new talent to create a well-rounded capability spanning research, design, testing, and service design.
Team & Culture
Introduced service blueprinting and journey mapping to shift from isolated solutions to holistic experiences.
Processes
Built roadmaps, collaborative design sprints, and structured workflows that aligned UX priorities with business goals.
Reimagining B2B & B2C Customer journeys & experiences
Unifying nine regional brands created an opportunity to fundamentally reshape customer experiences. I led research, design, and co-creation with contractors, showroom consultants, and homeowners to deliver meaningful solutions.
$353M
in digital sales
92%
customer satisfaction score
23%
increase in
mobile-feature adoption
19%
Improvement in mobile customer retention
B2B Commerce ("maX")
A digital platform co-created with technicians, branch staff, and stakeholders, addressing contractor pain points in Plumbing, HVAC, and Waterworks.
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B2C Experience
A future blueprint that connected digital and in-showroom journeys for Bath & Kitchen customers, enabling seamless collaboration between homeowners, designers, builders, and consultants.
Mobile Innovation
Research into the on-the-go needs of these customers drove a UX roadmap for mobile experiences. Iterative refinement based on user feedback led to providing relevant, accessible tools that directly addressed their daily challenges.
Empowering Frontline Teams
High staff churn and operational friction threatened growth targets. To address this, I immersed myself in branch operations for three months, uncovering pain points that informed a suite of impactful employee tools.
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Inventory App: Simplified cycle counts, reducing discrepancies by 39%.
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Picking App: Streamlined order fulfillment, minimizing errors.
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Counter POS: Reduced reliance on product memorization, improving customer service.
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Driver’s App: Improved delivery route planning, boosting on-time performance by 15%.
Measuring and iterating for Success
Through service design methods, we mapped employee journeys, identified systemic friction, and co-created digital solutions that empowered teams while improving efficiency.
THE REFLECTION