Role
UI/UX Designer
Industry
Semiconductor
People I worked with
CEO
Chief of Staff
Marketing Manager
Sales Managers
A fellow designer and I were brainstorming ways to contribute something meaningful to our company. After tossing around ideas, one thing stood out: the company website needed a serious revamp.
It was outdated.
The visuals were inconsistent.
Accessibility? Not Good
As UI/UX designers, we wanted to create something better for the users who landed there.
We got to work.
Researched modern website-building platforms.
Built a sample homepage in WIX Studio, with content from the current site.
Prepared a presentation on why the revamp mattered and what we’d improve.
Hosted the sample online.
We knew we needed buy-in from leadership. So before going big, we started small — with the CEO. He’s approachable and supportive of new initiatives.
His reaction? He loved the idea and appreciated the sample.
But… he added a twist.
The CEO said, “The site looks great. But we also need to better position ourselves in the market.”
I was confused. Position ourselves? We’re a service-based software company. We already listed our offerings. Wasn’t that enough?
Apparently not.
He explained that positioning is about how we present ourselves to the market — our value, our focus, and who we serve best. And while this typically isn’t a UI/UX designer’s responsibility, he encouraged us to try it — with a warning:
“We’ve tried this before. It always drags. It’s a never-ending process.”
Still, we took it on — with the condition that we’d keep it lightweight and time-boxed.
We organised a series of workshops with a small leadership group:
The CEO
Chief of Staff
A Sales Manager
Through these sessions, we unpacked our services, our audience, and the gaps in how we talked about ourselves. After several discussions, we built an initial version of the company’s positioning.
With that in hand, we revised our website samples accordingly — this time with content aligned to our updated messaging. We also brought in the Marketing Manager to fine-tune the copy and created 4–5 Figma prototypes.
It was time to go back to leadership.
We presented our work to a full room: CEO, Chairman, Director, VPs, Sales, Marketing… the whole crew.
Here’s what happened:
Design feedback? Took ~10 minutes.
Positioning discussion? The rest of the meeting.
Everyone had strong opinions — some conflicting. Some appreciated the direction. Others had new inputs. It quickly became clear: we were drifting far from our original goal. Press enter or click to view image in full size
After the presentation, we met with the CEO again. We admitted we lacked the expertise to finalise the company’s positioning — and realised this effort would take far more time and alignment than we could offer.
Then, what about the website redesign?
So we asked ourselves:
“What impact would this website revamp really have?”
And here’s what we discovered:
Most leads came through direct sales outreach and referrals.
The website wasn’t a major driver of business.
Its primary role was basic online presence.
With little to no ROI, we decided to pause the initiative.
We didn’t ship a new website.
We didn’t redefine company strategy.
But we did gain:
A head start for future website or positioning work
Cross-functional collaboration experience
Exposure to business strategy, stakeholder dynamics, and messaging
A better understanding of where design fits in the larger business context
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