1. Context
2. Objectives
3. Constraints
4. Stakeholder mgmt
5. UX/Product challenges
6. Outcomes
7. Reflection
Online-remote connection pool
1. Introduction
The title reads like it’s out to flame men, but stay with me. I’m borrowing from Taylor Swift’s Men will let you down. The Eras Tour never will.(1) And you know what happened next. She met her love, now her husband.
Later she wrote about him: I swore my loyalty to me, myself, and I, right before you lit my sky up.(2) So men aren’t that bad after all, right?
When we have been carrying wounds and broken hearts from the past, there are moments when the bitterness takes over and we all want to point at a villain, whether it is a man, a woman or someone in particular. But honestly, I do not think people are the main problem.
2. Objectives
Rebuild Domino's website into a genuine sales channel, one that would reduce dependence on the third-party delivery apps capturing most of the online revenue.
The business had grown up around offline operations, and as online orders rose, they rose on platforms VFBS neither owned nor controlled.
A website built to sell would give the business a channel of its own, able to grow on its own terms. Domino's moved first; if it worked, Burger King and Popeyes would follow.
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.
4A - Aligning with C-level stakeholders
This was the hardest part of the engagement, and in some ways the reason we won it. I came in on the strength of a teaching background and a broad client portfolio, which set the expectation early that I could lead the room.
I was accountable for everything the team produced across BA, PO, UX and Product Design, which in practice meant presenting directly to the CEO and CTO at every session, often joined by the CFO, the chain and store sales directors, and directors from the parent group.
Working at that level, I leaned on 3 principles, each one an intentional move.