Customer context
Hitachi Digital Services serves enterprise customers in complex, asset-heavy industries who are evaluating how AI can modernize real-world operations. For many of those buyers, the website is the first touchpoint—and it wasn’t helping them quickly understand value or take next steps.
My role
I was initially brought in, operating as a Digital Director at a consultancy, to help operationalize a new global rebrand. As we applied the brand system, it became clear the real issue wasn’t visual consistency—it was that the site couldn’t support buyer decision-making or scale effectively.
Reframing the problem
As we executed on the initial scope, we observed and mapped system constraints. There was no clear site ownership, publishing was ad hoc, analytics foundations were not robust, and there was pressure to add AI and personalization without the data or structure to support it. We reframed this from a reskin to a system problem.
Solution: First fix what customers experience and foundations work that blocks scaling
We first simplified the site and navigation around customer intent, rebuilt the content strategy around buyer challenges and proof, and partnered with analytics teams to make journeys measurable.
Solution: Turn improvements into a durable system
Once those foundations were in place, we then:
Aligned global stakeholders on a unified roadmap
Established centralized governance
Created a scalable design system and page templates
Trained internal designers on patterns and extensibility
Iintroduced AI-assisted content production and conversational discovery
Results
While the site is still rolling out globally, the key outcome is durability: teams can now ship faster, measure impact, and evolve the site without re-fragmenting it. What I’m most proud of is that we didn’t just redesign a site—we changed how it gets built, governed, and grown.