Overview
This project began with a simple but important question: how do you turn a relationship-driven, traditionally offline B2B fashion business into something that can scale without losing its commercial nuance?
At Tomorrow London Group, I helped shape that answer by leading the digital transformation of the company’s core commercial operations. The goal was not just to “digitize” existing processes, but to turn them into products: clearer, repeatable, easier to operate, and much easier to grow.
Where the work started
The business had strong market knowledge and deep relationships, but the commercial workflow was fragmented across tools, spreadsheets, and manual follow-ups. Sales, marketing, and logistics each had their own rhythms, which made the operation flexible in the short term but hard to scale in the long term.
In practice, that meant too much time was spent reconciling information instead of moving orders forward. It also meant leadership had limited visibility into the funnel, stock, and customer activity at a glance. That is where I saw the opportunity to bring structure without adding unnecessary process.
What I built
I led the 0→1 development of a B2B wholesale platform connecting 30+ brands with 3,000+ global retailers. The platform centered on centralized order management, better inventory visibility, and a commercial flow that could support omnichannel sales without forcing teams into a rigid operating model.
Rather than designing one-off workflows for each team, I pushed for a shared product foundation. That allowed sales, marketing, and logistics to operate from the same source of truth, which reduced friction across handoffs and made the business easier to coordinate as volume grew.
One of the most important parts of the work was implementing HubSpot CRM as the company’s first system of record. I designed the pipelines, data model, and automation flows so the team could finally track activity consistently, report without manual effort, and manage the commercial pipeline with more confidence.
How I approached it
I treated the transformation like a product program, not a tooling exercise. That meant defining the roadmap in phases, aligning the right stakeholders early, and balancing commercial impact against operational constraints and engineering effort.
In parallel, I spent a lot of time translating between worlds: commercial teams needed speed and flexibility, operations needed reliability, and engineering needed requirements that were grounded enough to ship. The real work was making those trade-offs visible so the team could make better decisions together.
This is also where I leaned on my software background and design-thinking approach. Even when the outcome was deeply operational, I still framed the problem around users, workflows, and system behavior, which helped keep the platform intuitive and the rollout practical.
What changed
The result was a more structured commercial workflow that could support growth without relying on constant manual coordination. HubSpot improved pipeline visibility and reduced manual sales reporting effort by 30–50% for a 20+ person team. The wholesale platform also gave the company a more coherent way to manage orders, stock, and retailer relationships as the business expanded.
More importantly, the transformation changed how the team thought about operations. Instead of seeing the commercial stack as a collection of disconnected tasks, it became a product system that could be improved over time.
Reflection
What I took from this work is that digital transformation in B2B commerce is rarely about one dramatic launch. It is usually about creating the conditions for better decisions: better visibility, better handoffs, better prioritization, and a shared language across teams.
For me, that is where product management becomes valuable in this kind of environment. The job is not just to ship software, but to shape the operating model behind it so the business can keep growing without becoming more fragile.