Across two tenures, I led three generations of the company website from vendor-managed WordPress to Webflow and an internally maintained platform. Each rebuild removed deeper content, security, architecture, and ownership risks.

⚠  This case study is still under construction
Position
Design Director
Company
Medical Asset Management
Description
Coding and inventory SaaS for interventional and coronary hospital departments
UX
Dev
UI
CMS
Design System
Writing
Graphics

Medical Asset Management sold specialized software to hospital departments, but its corporate website often undercut the maturity of the product. Over six years, I led three successive rebuilds while my role evolved from content and visual-design lead to platform strategist, product manager, and front-end contributor.

That progression was driven by necessity: each generation exposed a deeper problem and required me to develop the next layer of capability. The first repaired content and brand fragmentation, the second recovered from a security failure and reduced vendor dependency, and the third established internal architecture supporting education and commerce. Average tracked search position improved threefold while recurring platform costs fell 35%.

Problem

The corporate website had evolved through vendors, subsidiaries, and competing priorities

The company’s public presence accumulated through changing products, subsidiary brands, vendors, and organizational initiatives. Website work remained secondary to customer-facing application development. External vendors filled that gap, but routine content and design became separated from the people who understood the products. The result was a web property that changed in episodes rather than through durable ownership.

The website no longer reinforced the credibility of the company behind it

Hospital buyers encountered dated visual language, fragmented navigation, redundant copy, defunct references, incomplete product information, and brittle infrastructure. Routine updates required vendor coordination or competed with application work. A WordPress exploit eventually took the site and administration interface offline. The website needed coherent content, secure infrastructure, reusable architecture, and an ownership model capable of supporting marketing, customer education, and commerce.

Dull corporate blues and grays, system fonts for brand header, clip art, and stylized image files for buttons suggest a design from around 2003. Outdated experience damages consumer confidence.

insight

Why did each redesign eventually reproduce similar problems?

I maintained a Jira project covering content, interface, development, security, and maintenance issues. I reviewed analytics and search performance and interviewed executives, sales staff, product experts, and internal contributors.

Content, architecture, infrastructure, and ownership had all become barriers to trust

The credibility problem was not cosmetic. The website contradicted the company’s technical maturity because its operating model appeared as neglected as its surface. Each redesign would decay unless it retired the conditions producing the previous version. The platform needed to improve both what buyers saw and how the organization authored, governed, secured, and extended it.

Jobs to be done: Hospital decision-makers need the website to explain the products and reinforce confidence.

Andrew

Hospital Prospect
Buyer researching company online to assess credibility, clarity, and whether product answers their pain points.

Claudia

Existing Customer
Hospital staff user seeking training, docs, or cert materials; needs stable content and clear navigation.

Dan

Technical Manager
Internal employee updating pages, syncing with devs, and needing stable IA and predictable site governance.

decision

I needed to decide whether each rebuild should fix the website—or reduce the risk behind it

Successive versions kept exposing the same categories of problems: fragmented content, vendor dependency, weak ownership, and technical constraints. I considered three approaches:

  1. Continue correcting the existing site — make targeted design, content, SEO, and maintenance improvements without changing the operating model.
  2. Replace the platform when problems became severe — treat each rebuild as a discrete project optimized for the immediate need.
  3. Use each rebuild to retire deeper platform risk — progressively improve content, security, ownership, architecture, governance, and extensibility.
Design tension: The platform needed stronger internal ownership without making routine website work a permanent burden on product development.

I used each generation to move the platform toward durable internal ownership

The third option turned repeated rebuilds into one progression. The first repaired content and brand structure; the second reduced security and vendor dependency; the third established reusable architecture, internal implementation, and support for education and commerce.

My role expanded with that progression—from content and design direction to Webflow development, platform strategy, product management, and front-end contribution. The tradeoff was repeated investment rather than one definitive rebuild, but each generation removed a constraint the organization previously had to work around.

Gallery

Wordpress (2017)

I repaired the content, architecture, and brand

The first WordPress rebuild began as a vendor-led redesign, but the existing material could not simply be moved into a new theme. Defunct subsidiaries remained in navigation, copy was duplicated as filler, important product pages were incomplete, and parent-company colors conflicted with product identities. I consolidated and rewrote the content, restructured the information architecture, wireframed missing pages, and unified the parent company and products under a more coherent identity. The work turned a cosmetic vendor engagement into a more substantive correction of what the site said and how visitors found it.

A challenge for our visual brand is that our parent corporate colors clashed with our subsidiary products. I standardized our wordmark to match the typeface used on our site. I then aligned all of our offerings under a unified brand and produced assets to be used on websites, documents, email signatures, and all other collateral.
With scarce guidance, the vendor took our existing content and adapted it to new “lipstick;” however, the content needed to be updated. Some subsidiaries were defunct. Much of the copy was redundant across pages for filler. Over two weeks, I edited and streamlined copy. I took over the design, crafted a cleaner IA, and produced interface wireframes.
I set brand guidelines that allowed the iRCODER identity to complement the parent brand’s slate and teal colors.
Webflow (2019)

I recovered from a security failure, removing vendor dependency

A WordPress exploit took both the site and its administration interface offline. I published a branded caretaker page by the end of the day and rebuilt a viable Webflow site within one week. Rather than reproduce the previous sitemap, I consolidated thin pages into stronger sections, simplified navigation, and created an internal style-system page for typography, color, spacing, and reusable components. The rebuild gave a nontechnical internal team safe control of routine content and reduced dependence on external maintenance for every update.

Since product pages are the primary sites existing and potential clients see, the parent company site is restructured to function more as a landing page and conversion funnel for purchases.
Box model wireframes based on BEM (block-element-modifier) CSS class-naming methodology
Shopping cart UI and options in Webflow prototype for stakeholder review.
Adobe XD mockup of Home page.
In-House (2021)

I brought platform architecture and implementation in-house

The third generation required a more durable internal architecture. I inherited design work that had not converged and an implementation direction that was heavier than the primarily content-driven site required. I proposed category-based information architecture, reusable component logic, structured data, and annotated page templates that connected user-facing regions to implementable structures. My role expanded from product-managing the implementation to contributing front-end code through Git. Structural wireframes based on box-model and class relationships reduced ambiguity between design and development.

The previous designer's graphics were busy and off-brand.
A category-based information architecture creates a vertical directory system that feeds relevance optimized for SEO.
Using templated elements from the Figma Community, management and I collaborated on inspiration for UI layouts, components, and navigation functionality.
Standardized content sections helped me assemble low-fidelity wireframes to limit UI components and visualize how content is distributed throughout the site at a high level.
Presentation slide showing before-and-after high-fidelity mockups, with rationale for stakeholder review.
Presentation slide articulating the reasons for adding a social proof section.
A semantic section annotation for developers, showing how layout components are intended to be reused.
The medicalassetmanagement.com Home page with sticky sections
Academy & eCommerce

I extended the platform into education and commerce

COVID-era constraints exposed the cost of flying trainers to hospitals with printed material. Rather than build a bespoke learning application, I recommended integrating a purpose-built LMS that subject-matter experts could maintain. I authored portable HTML lesson content, connected purchases to course registration, restored shopping-cart functionality, and simplified the proposed checkout flow. This extended the website from a marketing property into a platform supporting customer education and product sales without making the internal development team responsible for maintaining a custom LMS.

Information architecture of site showing the Academy and Cart, made in FigJam.
In a purpose-built LMS platform, subject matter experts could manage the content instead of developers.
TalentLMS allowed us to author each lesson slide as raw HTML, which helped assure our decision-makers who were wary of being trapped by a platform.
Before-and-after comparison of the cart checkout user flow as a static, low-fidelity prototype.

Delivery

I delivered each generation according to the organization’s available capacity

The first generation required directing vendor work. The second required emergency response and rapid solo implementation. The third required roadmaps, sprint planning, internal-development coordination, front-end contribution, and product-delivery integration. Jira made priorities and target dates visible despite the website’s secondary status. Reusable structures allowed incremental improvement rather than dependence on periodic rebuilds.

The high-level view offered transparency to stakeholders and allowed me to plan and prioritize sprints effectively to meet our deadlines with the constraints of a small team.

I adapted my role as platform ownership moved inward

Executives and sales provided buyer context; SMEs reviewed product and educational content; vendors handled early implementation; internal engineers later reviewed architecture and code. My role evolved from content and design lead, to solo Webflow builder, to product manager and front-end contributor. I owned audits, IA, UX/UI, roadmaps, vendor coordination, platform recommendations, code contributions, and governance. That continuity allowed lessons from each generation to inform the next instead of being lost with every redesign.

Validation

I integrated website acceptance into the company’s existing Jira review process

I learned to route website work through the same Jira-driven Functional Review and Code Review processes used for product work. This placed designs and implementations in front of developers, the product manager, SMEs, and approving executives before release. Validation also included analytics, search performance, content QA, security recovery, internal publishing, and end-to-end commerce testing. Direct buyer research remained limited, so claims about credibility were informed by sales and leadership rather than formal prospect interviews.

Using Roadmaps in Jira, I was able to schedule several sprints in advance and keep management informed of target dates.

IMPACT

I improved search visibility while lowering long-term operating cost

Average position across the tracked search-term set improved threefold across comparable 90-day periods. Combined hosting, subscriptions, and routine external maintenance costs fell 35%. Buyers encountered a clearer explanation of the company and products. Existing customers gained a more stable path to educational and support material. Internal contributors could make routine updates without waiting for application developers or returning to full vendor dependency. The platform also gained the architectural capacity to support education and commerce rather than remaining a static corporate brochure.

Andrew

Hospital Prospect
Company web presence looks both mature and current. Clearer IA made product info easy to understand.

Claudia

Existing Customer
Training, docs, cert materials now live in stable locations. No more relearning how a site decided to rebuild itself.

Dan

Technical Manager
By delegating ownership, devs no longer bottleneck updates or releases for even small content updates.

REFLECTION

Successive rebuilds turned an inherited website into a record of expanding product capability

Each generation exposed a deeper problem and required a broader skill set—from content and visual design through information architecture, platform strategy, product management, front-end development, education, and commerce. The project reinforced that platform maturity depends as much on ownership and governance as it does on the quality of the interface.

What I'd do differently next time...

With hindsight, I would establish the long-term platform model earlier and push more of the unfinished commercial and educational capabilities into production.

  • Establish content governance from the start.
  • Launch the online store.
  • Evaluate an in-house Academy sooner.
  • Research hospital buyers directly.
  • Standardize success metrics across rebuilds.

The larger lesson is that rebuilding the interface is only durable when the organization simultaneously improves how the platform is owned, measured, extended, and maintained.