Simplifying the Complex:
A Scalable Redesign for Amway’s Global Business Site
WEB DESIGN / USER RESEARCH / DARK MODE / AI INTERGRATION
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01
Project Overview
Timeline
Incrementing Design-based Releases throughout 12 Months
My Role
UI/UX Designer
Constraints
Changing requirements
Short turnaround
Multi-channel communications
Limitation of Design System
Problems
MyBiz is the central platform for millions of Individual Business Owners (IBOs) globally. However, before the redesign, users needed to switch between two separate websites and a mobile app just to track performance and manage their business. This fragmented experience led to confusion, slower workflows, and friction in day-to-day operations. On top of that, business owners were struggling with data inconsistencies, an outdated and non-responsive interface, and overwhelming information density, making it difficult to quickly understand how their business is performing.
Goals
Our redesign aimed to unify key features into a single responsive platform, allowing us to sunset legacy tools and streamline the experience. By consolidating business data, modernizing the interface, and improving information hierarchy, we set out to deliver a clearer, more intuitive platform that helps ABOs quickly understand performance and take action with confidence.
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02
Challenges
HERE ARE THE PROBELMS WE MUST SOLVE
Problem we discovered during current tool exploration
Outdated UI patterns / Irresponsiveness design
Multiple logins / Inconsistent experiences
OLD CorePlus Landing page
OLD MyBiz Landing page
Data Overload / Poor information hierarchy and navigation
New users unable to understand where to start
OLD CorePlus Incentive Page (Example)
OLD MyBiz Award Page
WHY SOLVING THIS WAS DIFFICULT?
Now we learned what's the issues with the current tools, what's the barrier that block us?
Need to stay within legacy global design system
/ How might we modernize the UI without breaking global consistency?
High-density business data needing prioritization
/ How might we condense large datasets into scannable insights?
Localization requirements (language expansion, layout breakage, culture variance)
/ How might we design scalable components for global localization?
Limited business model knowledge
/ How might we learn and understand complex business structure before we dive in?
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03
Research
BEFORE WE DIVE INTO DESIGN...
How can we make sense of a complex business model?
Amway’s business ecosystem is dense, from layered incentives, monthly and annual performance metrics, to a wide range of responsibilities depending on an Business Owner’s level. Without the opportunity to talk straight with the target users, our first challenge was building a foundational understanding of what they care about and how they interpret this complex data.​
To ground our decisions, we worked closely with cross-functional partners to refine existing personas and update journey maps. These artifacts became our compass for understanding user motivations and identifying what truly matters in their daily workflow.
UPDATED PERSONAS AND JOURNEY MAPS
Our refined personas grouped ABOs into four levels that reflect their goals, focus areas, and business maturity:
New Business Owners
Still learning the business; need clear monthly earnings and simple breakdowns.
Leaders
Manage teams and rely on both monthly and annual incentive metrics to evaluate performance.
Business Builders
More experienced; focused on growth KPIs and tracking month-over-month progress.
Leaders of Leaders
A small, seasoned group managing multiple leaders, prioritize high-level trends and annual structures.
These personas highlighted a key truth: each level requires different information to understand and grow their business. A single universal dashboard would never work.
By mapping these personas to their journey maps, we identified distinct patterns in how each group engages with business data. Regardless of experience level, ABOs primarily visit the platform to:
Check income / Understand what actions they need to take / Manage their team or groups
However, the way they interpret income and action items varies dramatically.
Defining Our Direction Through Opportunities:
Personalize dashboards for each ABO level to surface the most relevant monthly or annual metrics.
Separate monthly vs. annual incentives, since only higher-level leaders rely on annual structures.
Consolidate data into a single, trustworthy source, replacing the fragmented experiences of the past.
Clarify information hierarchy to reduce noise and make dense business data digestible.
Update the UI to modern standards while respecting global design system constraints.
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04
Solution
WHAT WE LEARNED FROM USER RESEARCH
From Ambitious Concepts to a Focused MVP
Early brainstorming led to ambitious ideas: predictive insights, deeper incentive visualizations, AI integration, and more advanced performance analytics. These future-state concepts showed the long-term potential of the platform.
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However, given timeline and team constraints, we shifted toward an MVP that would deliver impact quickly while laying the foundation for scalable enhancements.​
Our MVP direction focused on:
A personalized, role-specific dashboard
/ Leaders can access Annual Dashboard for Annual incentive and data.
Consolidated and reliable data presentation
/ Sunset old sites and build trust with the users.
A modernized UI aligned with the global design system
/ striking the right balance between innovation and existing components.
Enhancements to additional key pages across MyBiz
/ Making sure all pages across the site is cohesive during navigation.
This approach allowed us to deliver immediate improvements while creating a flexible structure for future iterations.
SIMPLIFIED THE COMPLEX
Personalized Dashboards
We redesigned the landing experience around user personas. Different levels of ABOs now get dashboards tailored to what they actually need, instead of a one-size-fits-all view.
The bonus panel now surfaces performance and outcomes together, with clear links to dive into details. It’s structured so users can find layered data without digging.
SIMPLIFIED THE COMPLEX
My Business Income (MBI)
The income graph was one of the most complex components. We stripped it back and made it mobile-friendly, while still allowing users to interact with data to see trends and changes.
SIMPLIFIED THE COMPLEX
Unified Navigation & Business Selector
​Navigation was redesigned with clarity and efficiency in mind. The updated business switcher is integrated into the header, allowing users to toggle between different businesses effortlessly. The overall navigation now supports all breakpoints, delivering a consistent experience across desktop and mobile
SIMPLIFIED THE COMPLEX
Incentive Pages Revamp
Incentive pages were dense and hard to use before. We restructured them, added visual progress tracking, and made sure everything aligned with the larger site design so users don’t feel like they’re jumping between different tools.
SIMPLIFIED THE COMPLEX
Earnings Calculator
Earnings Calculator got a full overhaul. Users can now tweak inputs easily, see results instantly, and use the floating summary bar to keep key metrics in view while adjusting scenarios.
05
Outcome and Impact
Serving 55M+ global views across 63 markets
Redesigned Amway’s core business platform, used daily by millions of Independent Business Owners (IBOs) worldwide. This redesign unified content and tools from previously fragmented sites into a streamlined experience.
Elevated the design system with new visuals
Designed custom data visualizations and progress trackers. These patterns were integrated back into the design system and adopted across multiple Amway platforms.
Boosted satisfaction score to 4.6
Refined navigation, incentive tracking, and overall usability—raising the global user experience score across web and mobile, with improved accessibility and consistency.
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Built for scale, but designed for clarity
Balanced dense metrics and performance data with thoughtful hierarchy, making business-critical insights more readable and actionable across all device sizes.
06
Reflection
Learning to Navigate Complex Systems
AAmway's business model and incentive structure are dense, especially for someone new to it. Even with background research, it was hard to fully understand the logic behind the current setup or know how to simplify it for users. I realized quickly that before diving into any mockups, I needed to understand how the systems connect, what the data means, and where users were getting lost. That learning curve became a valuable part of the process. Asking questions early, being okay with not knowing, and learning from every interaction helped me build stronger, more thoughtful design decisions later on.
Handling Shifting Requirements and Keeping Dev in the Loop
After we wrapped the first batch of designs, of course the priorities shifted. More pages made it onto the list, and naturally, a lot of tweaks started popping up, some small, some requires multiple page changes. But when you're juggling multiple changes in a fast-moving cross-functional team, things can get messy real quick. Especially for devs trying to keep up with shifting comps.
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There were definitely moments when I made quick updates and forgot to flag them, which led to confusion later. Now I’ve learned: don’t rely on memory. Even the tiniest change deserves a note, whether that’s a JIRA comment or a sticky label in Figma. It makes a huge difference. Better for the devs, and way less back-and-forth fixing things that could’ve been clear from the start. It’s all part of learning how to move with the chaos, without letting the chaos lead the process.
