B2B commerce & app
Self-service ordering, a broader catalogue and an easier path to repeat purchases.
Capone Food · Digital product & business transformation
Visit the live websiteFrom traditional distributor to a connected digital operating system.
A multi-year transformation connecting technology, processes and people — from the implementation of a new ERP to B2B commerce, sales tools, data integration and new operating capabilities.
Stefano Capone · Selected work
Bolzano, Italy
01 — Context
Transformation at the scale of the real business.
4,000+
products across food and non-food categories
6,500+
B2B customers managed across the service network
2
operational hubs in Bolzano and Solesino
35+
transport vehicles serving hospitality customers
Growth was not only a technology problem. It was an operating-model problem.
Capone Food had the complexity of an established B2B distributor: thousands of products, two operating hubs, a distributed sales force, daily deliveries and customer relationships that crossed digital and traditional channels.
The challenge was to replace fragmented processes without interrupting the business — and to create a foundation that could support scale, faster decisions and better customer autonomy.
02 — UX & UI design
Designing the product from UI kit to every screen.
I designed the website end to end, turning complex B2B workflows into a clear, consistent customer experience.
My role covered both UX and UI: information architecture, interaction patterns, responsive behaviour and the complete visual system in Figma.
I created the foundations first — typography, colour, spacing, navigation, components and states — then used them to design the individual desktop and mobile pages, from discovery and category browsing to product and checkout flows.
03 — The transformation
One connected system, not a collection of isolated tools.
I designed the transformation around the flow of the business.
Customer, product, order, invoice and route information had to move coherently across every touchpoint. The new ERP became the backbone; the other products made that backbone usable for customers, salespeople and operators.
New ERP
Shared processes and structured product, customer, order, invoice and operational data.
OneSales
Customer history, products, invoices, routes and commercial context in one workflow.
Marketing
Structured campaigns, catalogue management, digital merchandising and app adoption.
Customer contact
Telephony, recording and callback workflows connected to a more consistent service model.
Logistics & data
Route information, warehouse visibility and a foundation for future RFID-enabled events.
04 — Workstreams
The transformation moved through the whole organisation.
ERP foundation
Implemented a new enterprise backbone and redesigned the processes around customers, products, orders, invoices and the two operating hubs. The goal was a reliable source of truth, not a simple software replacement.
ImplementedWebsite, e-commerce & app
Designed the complete UX and UI in Figma — from the information architecture and reusable UI kit to each responsive page — then developed the B2B digital experience around how hospitality customers discover, search and reorder.
ImplementedOneSales
Designed a sales operating system around the real workflow of the field team, unifying customer history, products, invoices, routes and commercial context. The rollout followed an initial pilot and expanded toward 30 agents.
ImplementedData integration
Connected ERP, commerce and CRM through repeatable synchronisation of customer, product, order, invoice and route information, reducing the need to reconstruct context manually across systems.
ImplementedMarketing capability
Built a more structured internal marketing function spanning newsletters, catalogues, push notifications, social content, homepage merchandising and commercial support — turning communication into a repeatable capability.
ImplementedCustomer service
Evolved the contact layer through Teams telephony, call recording and callback workflows, while defining the architecture for AI-assisted telephone order capture and integration with operational systems.
Mixed maturity05 — My role
Translating business complexity into coordinated change.
I acted as the connective layer between leadership, users, operations and technology.
- 01
- Frame Turn operational friction into clear product and process priorities.
- 02
- Design Turn workflows into information architecture, design systems and usable interfaces.
- 03
- Connect Align leadership, sales, marketing, logistics, software partners and users.
- 04
- Prototype Test workflows with small groups before committing to wider organisational change.
- 05
- Scale Move from pilot to rollout, training, adoption and continuous improvement.
06 — Impact
A digital backbone built for continuous evolution.
Connected information
Customer, product, order, invoice and route context became part of a shared digital backbone instead of remaining fragmented across separate tools.
Repeatable adoption
Pilot, feedback, rollout and training became a repeatable method for introducing new digital products into the organisation.
Customer autonomy
Web and mobile ordering created a more direct path for B2B customers to discover products and manage recurring purchases.
Capability, not campaigns
Marketing moved toward an internal, structured operating rhythm that could support commercial teams and digital channels over time.
RFID-native warehouse visibility
A future event-driven layer using supplier-applied tags and read points at cold rooms, picking rolls and trucks to improve inventory and movement visibility.
AI-assisted telephone ordering
A proposed contact-centre architecture combining speech, conversational AI and ERP integration to support telephone order capture without losing service continuity.