3. Constraints

1. On the business side, the website had become a strategic hedge tied directly to monthly revenue and profit. VFBS's C-level stakeholders would review and sign off on the revamp as a business decision, which meant approval could not be delegated. That placed real pressure on me as the UX manager.

2. On the product side, IPPG operated at a scale Oracle described as a "complex business structure" when the group went live on Oracle ERP Cloud in 2019. (Source: Oracle ↗)

Order processing for all 40+ Domino's stores moved through one shared system across the group. Every UX decision touching the order and payment flow had to work without disrupting that downstream system.