The legacy eBay professional-selling experience had deep usability and structural issues from the proliferations of tools over many years, making the experience fragmented and overwhelming. One of the most pressing problems was the sheer volume of redundant tools and workflows, creating confusion and reducing sellers' ability to focus on what mattered most.

Additionally, sellers didn't have clear real-time analytics and lacked a centralized view of how their business was performing. Existing analytics were stale and often buried in different parts of the experience, making it difficult to track key metrics or identify opportunities for improvement. As a result, many sellers were forced to rely on external tools or guesswork to make critical business decisions.

Our goal was to organize and unify the experience by streamlining navigation, reducing clutter, and aligning UI frameworks under a consistent visual design language. We also sought to make the platform mobile-friendly, as key selling workflows were missing or unusable, limiting sellers’ ability to manage their business on the go.

Beyond usability, the redesign also focused on unlocking business value for sellers. We introduced performance analytics and actionable insights, helping sellers better understand how their business was doing and what they could improve, from pricing optimization to listing quality and fulfillment operations.

To support growth, we integrated sourcing recommendations, surfacing categories and SKUs with the highest potential for success. Another critical improvement was cleaning up communication channels: previously, essential alerts like sales notifications were buried under promotional content, creating a noisy and distracting experience. By unifying and prioritizing recommendations and notifications, we helped sellers focus on the information that drives decisions and task completion.

I led the early vision for Seller Hub as the only designer, working closely with User Research and Product Management to define the strategy and direction. After securing executive buy-in through direct presentations, I was promoted and took on leadership of the B2C Selling UX team. In this role, I guided the design execution of 5 designers to complete the project (and owned the seller UX work to come).

In parallel to managing the design team, I continued designing hands-on and owned the UX for the main seller dashboard, seller performance/analytics, and growth areas of the product.

We conducted a mix of in-person and remote user research to understand the challenges faced by our target users (professional B2C sellers who sell 100+ items or $10,000+ per year). This included surveys, lab-based interviews, and at-home sessions with sellers to observe how they used the existing platform in real-world contexts.

Across the board, sellers reported feeling overwhelmed by the cluttered UI, with over 100 links on the main selling screen. They struggled to find key tools, faced inconsistent visual design patterns, and couldn’t complete core workflows on different devices. Communication was another major pain point with important alerts being lost among promotional noise, making it difficult to focus on what mattered.

To explore solutions, I led a cross-functional design sprint (based on GV Sprint model) focused on rethinking the professional seller's experience. We used insights from the research to rapidly ideate and prototype around key opportunities: streamlining workflows, integrating meaningful performance analytics, and surfacing actionable recommendations on pricing and sourcing. Sellers we spoke with wanted not just data, but clear guidance on how to grow their business. These findings and early concepts laid the foundation for a more unified and insight-driven experience.

Designing began with lower-fidelity wireframes to quickly explore new ideas and improvements. These early concepts helped us test user flows and information hierarchy before committing to detailed designs. Once we had alignment on the overall direction, we created high-fidelity, interactive prototypes using Sketch and InVision. These clickable prototypes allowed us to simulate the full experience, including new performance dashboards, sourcing tools, and a reorganized navigation system. This iterative approach enabled us to gather feedback early and often, refining the design to better support sellers’ workflows and decision-making.

The redesigned Seller Hub delivered significant improvements in both user experience and business outcomes. By streamlining navigation and reducing clutter, sellers were able to complete key tasks more quickly and with greater confidence. Time-on-task decreased noticeably, as the simplified layout and customizable shortcuts made frequently used tools easier to access. The new mobile-friendly design also empowered sellers to manage their business on the go, improving engagement across platforms.

Performance and growth tools introduced in the redesign had a measurable impact as well. Sellers reported greater clarity around how their business was performing, and the actionable insights, such as pricing guidance and sourcing recommendations, contributed to smarter decision-making. As a result, conversion rates on listed items improved, and sellers felt better equipped to manage and grow their operations. Overall satisfaction scores rose significantly, reflecting a more focused, intuitive experience that aligned with the real needs of eBay’s pro sellers.