Beautyhaul | Redefining the Beauty Commerce Experience
BeautyHaul needed stronger owned channels to complement its offline stores and reduce long-term dependence on marketplaces. I helped redesign the website and launch its first iOS and Android commerce apps as one connected experience.
Why this project existed
BeautyHaul is a multi-brand beauty retailer operating through offline stores, marketplaces, and its own digital channels. Reliance on external platforms introduced transaction costs and limited control over the end-to-end customer relationship.
At the same time, the owned experience had fallen behind the growing brand. The interface and checkout journey needed modernization, brand expression was inconsistent across touchpoints, and BeautyHaul did not yet have a dedicated mobile app.
Design challenge: How might we create a credible and consistent owned-commerce journey while launching mobile apps and modernizing the website within the same urgent timeline?
This was a strategic direction—not evidence that the redesign later reduced marketplace fees or shifted customer behavior.
My role and evidence
I worked as the Senior UI/UX Designer in a two-person design team. I owned most of the end-to-end experience, reviewed work supported by the Junior Designer, and maintained consistency across web, iOS, and Android.
I worked with the Product Manager and Engineers throughout feasibility discussion, handoff, and implementation review. Major decisions were reviewed with Business, Marketing, cross-functional teams, and the business owner.
What informed the direction
The project did not include external customer research or formal usability testing. We used a rapid review of the existing experience, familiar commerce conventions, competitor references such as Sociolla, Sephora, Shopee, Tokopedia, and Blibli, and iterative internal review.
Internal input helped us prioritize and move quickly, but it was stakeholder evidence—not customer validation.
The design approach
How might we make BeautyHaul’s owned channels easier and more credible to shop from, while launching mobile and modernizing the website within the same urgent timeline?
Rather than treating the website and apps as separate releases, we designed one shopping lifecycle:
Discovery: Connect homepage, navigation, listing, and PDP.
Purchase: Keep cart and checkout information clear and continuous.
Post-purchase: Extend the journey through order details and reviews.
Cross-platform consistency: Reuse interaction and visual patterns, then adapt them deliberately to web and mobile behavior.
The goal was not to make every screen identical. Shared patterns reduced relearning, while platform-specific layouts protected usability on different screen sizes.
Key experience areas
Product discovery
Connected homepage exploration with product evaluation.
Product detail
Structured essential information for purchase consideration.
Cart and checkout
Created a clearer path from basket review to payment.
Orders and reviews
Continued the owned experience after checkout.
Outcome and evidence boundary
The iOS and Android apps launched in 2024, establishing BeautyHaul's first owned mobile-commerce experience. The revamped website followed in early 2025.
What changed:
From website-only commerce to web, iOS, and Android.
From page-level updates to an end-to-end shopping lifecycle.
From inconsistent interfaces to shared visual and interaction patterns.
From relying only on third-party shopping journeys to offering a direct BeautyHaul option alongside offline stores and marketplaces.
No quantified conversion, performance, cost reduction, or channel-shift result is claimed. The launches prove delivery and organizational alignment, not measured customer-behavior change.
Website Homepage (Before and After)
Website Product Details (Before and After)
Mobile Homepage (Before and After)
How I would measure success
Measurement plan—not reported results.
Primary: Purchase completion rate, segmented by web, iOS, and Android.
Discovery: PDP-to-cart rate and search success.
Purchase: Cart-to-checkout and abandonment by checkout step.
Reliability: Load time, crashes, payment errors, and support contacts.
Retention: Repeat purchase rate.
Business direction: Owned-channel orders as a share of total digital orders.
Each platform needs a baseline, and any movement must be interpreted alongside pricing, promotion, inventory, and technical reliability.
Reflection
This project strengthened my ability to lead a broad commerce experience under a tight timeline, review another designer's contribution, and align multiple stakeholder groups.
The central trade-off was speed versus research depth. Internal expertise supported delivery, but a stronger next iteration would include direct customer evaluation and behavioral data.
