The B2HR website redesign

The starting point

B2HR is a people management consultancy that was growing faster than its own website could keep up with. The site that was live had been built for an earlier stage of the company and no longer represented the brand or the operation: an overly formal tone, a lot of text and few visuals, too much information competing for attention, and navigation that took patience to get anywhere. Clients, partners and products, the consultancy's strongest proof of value, showed up faintly or not at all. And there was no room for what B2HR most wanted to say, its purpose and the way it works with people.

I took the project on as Product Owner and lead, representing the voice of the business between the leadership, the marketing team and the design vendor. It was the first time I ran the creation of a website end to end, and that meant owning all of it: gathering requirements, designing the information architecture, writing the content, translating the brand for whoever executed the layout, and organizing every page inside the platform.

The challenge

Turn a heavy, uninviting institutional site into a clear, human experience built above all to convert a visitor into a contact. The business ask was blunt: more visibility, more brand authority, and an obvious path for anyone who arrived to become a lead. All of it without depending on a developer for every text change, because maintenance had to stay in the hands of the internal team.

Why WordPress and Elementor

The site was built in WordPress with Elementor by the design vendor, and that choice solved a requirement that sat at the top of the list, autonomy. On that base, I could add and rearrange content, adjust pages and publish updates without filing a technical ticket for every change. The platform we already had, used well, gave the team the independence a living consultancy site needs.

The journey

Before proposing a single screen, I went to understand the site that already existed and what it failed to do. I browsed it page by page as an outsider would and marked, right on top of the screenshots in Miro, every point that blocked reading or hid a chance to make contact. That annotated diagnosis became the map of what had to change and why.

From there the work stopped being about looks and became about strategy. I defined four audiences the site had to serve at once, partners, clients, HR professionals and job candidates, and used that segmentation as the filter for every decision that followed: if a piece of content served none of them, it left the page.

Process and role

I ran the project through a collaborative, agile method, connecting leadership, marketing and the vendor. In practice my role split into five fronts:

1. Requirements and listening. I gathered requirements in conversations with marketing, the area heads and the CEO. In a lean company, listening happened day to day, woven into the routine, and Miro became the place where every decision stayed recorded and visible to everyone.
2. Content strategy. I mapped everything that had to be gathered or created, from the leadership mini bios to the products and their benefits, from updated client and partner logos to free materials, testimonials and headline numbers. I wrote the page content and shaped every line to sound like B2HR speaks, not like a generic corporate site.
3. Information architecture. I designed the sitemap from the homepage priorities set with the CEO, value proposition, services, testimonials and results, and structured the inner pages to complement without overloading. Every page got a clear path to conversion instead of a dead end.
4. Bridge between brand and execution. I translated the identity manual and the visual guidelines for the vendor to build the layout, and reviewed each intermediate version with notes in Miro, synchronously and asynchronously, until the result matched the brand.
5. Assembly and validation. I organized and loaded the content into WordPress and ran validation with the internal team, testing whether the homepage guided people well, whether the information read clearly and whether the service descriptions made sense to an outside reader.

One structural detail carries the thesis of the whole project: instead of concentrating contact on a single page, I spread an invitation to talk across every page of the site, always wired to WhatsApp. The entire architecture was built to shorten the distance between reading about B2HR and talking to B2HR.

The delivery

The new site went live responsive, with a clear hierarchy, a more human tone and the practice areas and products finally visible. The homepage now opens with a direct value proposition and walks the visitor through the services, the proof of results and the contact, in the order the business prioritized.

Results

I am honest about where this case ends. The site was delivered, it is live, and maintenance stayed with the internal team, exactly as the business asked. Formal measurement of results would begin in the next phase, with Google Analytics tracking traffic, engagement, conversion and search position against the indicators we set at the start. The feedback I collected up to launch came from the internal team and fed the final rounds of copy, layout and navigation. The immediate result was structural: a clear, responsive base that is easy to update, ready to convert and ready to grow without reworking everything on every change.

Learnings

1. A weak requirements phase charges interest later. What generated the most rework was starting with incomplete requirements, which brought adjustments across the whole journey. I learned to invest more time up front, because every question asked at the start saves a revision round at the end.
2. Content is architecture, not decoration. What unblocked the heavy site was not a prettier layout, it was deciding what stayed and what left each page based on four clear audiences. Content strategy and information architecture were what turned excess into clarity.
3. Conversion lives in the structure. Spreading a CTA across every page sounds like a detail, but it was the decision that aligned the site with the real business goal, generating leads. Brand authority and lead generation do not compete, they hold each other up.
4. This is where I owned the whole process. It was the first project where I ran a website end to end, from listening to the business to publishing. It showed me how much planning a digital product is bigger than designing screens, and it opened, in practice, the door to an external consulting engagement that came later.