Visual — hero
Professional work
Dior Parfums
One Dior.com, two very different ways of selling.
I had already been in the Parfums team for around six months when my UX lead left. I stepped into part of the lead role while the position was being replaced. I was the most experienced designer in the team and already worked closely with the POs, PMs and Data on the product direction. A few months later, a new Head of Design joined and the Dior.com revamp moved into a much bigger phase. The programme now had to bring Couture and Parfums into one experience, with AKQA in the middle and a new Dior identity being defined at the same time.
(01) Context
Selling fragrance is not the same as selling Couture
A several-thousand-euro jacket and a fragrance do not have the same price, basket, purchase rhythm or customer behaviour.
The goal was not to create a separate Parfums website inside Dior.com. We had to find what could genuinely be shared and defend the places where the perfume journey needed something different. In a political programme, those distinctions had to be explained, not simply asserted.
(02) Research
Research broke the neat funnel
The expected journey looked tidy: homepage, navigation, category, PDP, basket. Interviews showed something much less linear. Many users arrived directly on a product page, sometimes knowing exactly what they wanted, sometimes looking for a gift, inspiration or context before a store visit.
That gave the PDP and navigation a different job. Discovery could no longer depend on everyone starting from the homepage.
Navigation had to help people orient themselves after they were already inside Dior. We worked on grouping and pathways so someone could recover, compare and keep exploring without restarting the journey.
(03) PDP
The PDP needed to help people decide
For Parfums, a product page often carries the whole decision. It has to present the item, explain enough context and support variant or shade choice without burying the main action.
Some of the old pages had a lot of information but not enough hierarchy. The redesign brought product, choice and action into a clearer reading order.
Foundation made the issue obvious. A product image cannot do the work of helping someone choose between formulas, shades and variants.
The same logic carried into less glamorous parts of the journey: personalisation, basket, samples and transitions between surfaces. Small gaps there can undo a lot of good work elsewhere.
(04) Lead UX
Keep the product visible across a crowded programme
I stayed hands-on while taking more responsibility for the UX team. The new Head of Design carried the overall direction; I kept a close eye on the Parfums journeys and on decisions that moved between designers and stakeholder groups.
With Couture, Parfums, AKQA, Data, Product and Tech involved, the hard part was rarely a lack of ideas. It was keeping one Dior.com while still protecting the differences that actually mattered to the customer.
(05) Outcome
What the revamp established
The work moved the site away from a single linear journey: more than one valid entry point, navigation that helps people recover, PDPs that support choice and a shared brand direction that can still handle two different businesses.
Looking back, I would have defined behavioural measures by journey earlier. On a programme this broad, that would have made success easier to read than trying to tie the entire redesign to one commercial number.
