Brad Donnelley | From Pages to Products

Apple • From Pages to Products

Product-centric transformation for scalable digital experiences

How It All Started

Brief: We set out to transform some of the most heavily trafficked, business-critical pages on apple.com—experiences that millions of customers rely on every day to explore, compare, and buy.

Objective: The mission was clear but complex: reimagine digital experiences from the ground up using modern product design principles. Not just a redesign, but a transformation—focused on solving real customer needs at exactly the right moment in their journey.

Role: As Creative Director, I led cross-functional teams across every stage of the work—from setting the experience strategy and streamlining team operations to guiding execution at the highest level. I also played a pivotal role in aligning the vision across the business, partnering directly with senior stakeholders to drive clarity, momentum, and lasting impact.

A Closer Look at the Problem

The work touched pages that had historically been built in a more traditional way—heavily influenced by marketing priorities and legacy decision-making processes. These were complex, content-rich destinations that served multiple business goals, often at the expense of clarity and usability.

Customers were being asked to parse too much information too early—resulting in friction, indecision, and drop-off. Internally, each line of business (LOB) had its own priorities and unique requirements, which made alignment difficult and sometimes slowed progress.

To make real change, we had to shift both the mindset and the methodology—moving away from legacy page creation toward dynamic, user-centric product thinking. The stakes were high. If we got it wrong, it would impact revenue. If we got it right, it had the power to reshape the entire experience for the better.

How We Made It Happen

We began intentionally small, starting with a single line of business to avoid scope creep and validate our approach. By anchoring every decision in customer insight, we were able to identify key pain points and thoughtfully streamline content—making sure the right information showed up at the right time, without overwhelming the user.

The work fully embraced modern product design practices: immersive research, journey mapping to uncover friction points, rapid co-creation with cross-functional teams, and strategic alignment at every key milestone. As we saw success, the model scaled—bringing in subject matter experts from each LOB to ensure relevance, and expanding the approach to additional business lines without losing focus or compromising the new strategic direction.

To keep momentum, we ran a dedicated socialization track—aligning cross-functional partners and securing buy-in from executive leadership. Their support helped us push past entrenched ways of working, giving us the space to innovate and deliver a system that truly met both customer and business needs.

The Impact So Far

The new experiences dramatically improved clarity, usability, and decision-making for customers. Content was structured around user needs rather than internal priorities, helping people get what they needed faster—and with greater confidence.

Internally, the project became a proof point for how product design can transform not just the output, but the process itself. By grounding the work in insight, prioritizing customer needs, and engaging stakeholders throughout, we created a scalable model that’s become the new standard across the organization.

The impact didn’t stop at design. Efficiency soared. Time-to-market was slashed. Costs came down. Teams that once worked in silos now build from a shared foundation, enabling faster delivery without compromising quality. The shift from bespoke, one-off builds to a scalable strategic system brought lasting benefits across the board.