A homepage is a hotel lobby, not a destination.
Most users don't linger on a homepage — they pass through it on the way to what they actually need. 3M.com's was dense, dated, and organized around the company rather than the visitor, so people couldn't get where they were going.
The fix wasn't a fresh coat of paint. It was understanding what users came to do, then restructuring the page — and the content — around those jobs.
Win the argument with evidence, not opinion.
To earn buy-in, I assembled the proof: I benchmarked 3M against other companies, gathered homepage best practices, and mined the Customer Support group for the real questions and pain points guests arrived with.
The research reframed the homepage's job — and gave a skeptical set of stakeholders a shared, factual starting point instead of competing opinions.
Turn user tasks into a content hierarchy.
I designed and ran empathy, prioritization, and design workshops that brought cross-functional partners together to brainstorm real user tasks and organize them into content themes.
That work converted a vague "make it better" into a clear, ranked set of jobs the homepage had to do — the backbone of the new design.
Draft, test, and let the data decide.
I drafted the wireframes, authored the copy, and partnered with a visual designer to bring it to life. Then we user-tested and A/B tested the concepts — down to questions as specific as icons versus images — so the final design was validated, not assumed.
The result was a homepage that situates visitors in a single glance and moves them toward what they need, quickly.
One redesign, a blueprint for the whole company.
A single great page isn't enough at 3M's scale. I turned the thinking into a content strategy and design blueprint, then trained global teams to apply the same approach — so the clarity could replicate across markets and sites worldwide.
That systems-level move — solving the instance, then designing the framework that scales it — is how I work everywhere.
