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7 years in detail
This is a timeline covering the last seven years, where I describe in more detail what I have been working on as an E-Commerce Manager.
2018-2019
When I first joined Revivekliniken, the company had a small e-commerce business and a physical store/salon. They sold skin care products from the French brand Biologique Recherche, as well as perfumes from the brands CREED, Floraïku, Memo & Hermetica. In addition to these products, they also offered various types of treatments, including facials developed by Biologique Recherche, injection treatments, and microneedling.
The company's e-commerce platform was built in Wordpress and had been developed by a separate agency that the company had to contact for updates. Making updates themselves was very complex and limited their flexibility. Sales at that time were in the five figures. I worked with this format for a while and made some improvements, including connecting Klarna, as only card payments were offered at the time.
I built some simple campaigns in the form of gifts with purchase, but since the process of having to bring in the external agency to update the site was so cumbersome, I made the decision to move the entire store to a new platform. The alternative was to rebuild the existing site, but that would have taken longer than a move.So, I started the project to build a completely new version in Shopify, where I handled the entire project myself, including image editing, text production, and structuring of supplementary pages. At this point, we had more than 150 products for skincare alone and over a hundred products from perfume brands. The entire process took just over a month, and a month after the launch, we reached six-figure sales.
These features were the main focus:
Clear navigation: It should be easy to find the right product type to start with.
Content tailored to the target audience: Somewhat complicated but still accessible product descriptions that matched the brand's profile and the many “skincare nerds” among our regular customers.
Accessibility despite hidden prices: Until 2024, Biologique Recherche required prices to be hidden behind a login wall. Customers had to create an account to see the price and purchase the product, but all other information was available. The goal of the new site was therefore to make the product pages and other content interesting enough to motivate customers to register for an account.
A guiding hand: The brand's products are complex in nature and also extensive in number (the facial products alone correspond to about 100 different products). Some products are also used in an unusual order and come in different formats. For example, while other brands have only one type of serum, Biologique Recherche has three different types of serum that are applied at different times during a skincare routine. All of this had to be taken into account when I built product guides and other content, working closely with the brand's trainer to ensure the information was correct.Once the site was ready, I tackled the next stage of development, which was the logistics solution. The existing solution was not only complicated, but also very costly. The company used the same e-commerce box, which consisted of a relatively thick two-part gift box and an outer carton. Both the inner and outer cartons were filled with shredded silk paper to protect the product.
This set of boxes was used regardless of the customer ordering several products or a single 8 ml serum, equivalent to 20 g. In fact, a number of regular customers contacted us to point out that while the deliveries were fun to open, they now had a small stockpile of gift boxes at home. How sustainable is that?So, we needed to make things more efficient. I used the order data to find three options for smaller boxes, all without inner boxes or gift boxes. We kept the tissue paper and paper shreds to keep that exclusive feel.
The next step in this process was to cut costs. On top of material costs, the company was also dealing with unnecessarily high shipping costs per order. I established direct agreements with Budbee & PostNord instead of going through a third party, which was the previous practice.These two measures led to a reduction in shipping costs of at least 60% and a significant increase in order volumes thanks to the Budbee option. We were also able to reduce the shipping costs we charged our customers.
Next, we started to build customer engagement through newsletters. The company had not worked with this type of communication before, so we were starting from scratch. I got help from an external partner to set up the basics in Klaviyo, as my role covered more areas than just e-commerce during that period, but after that I assumed responsibility for communication.
This project included segmentation based on parameters such as skin type, age, and purchasing behavior. I was also fully responsible for planning, producing, and executing campaigns. This included inventory management and producing the content and structure of the emails. I also built the landing pages in Shopify. It was not uncommon for me to segment campaigns to reach our most affluent customers. All mailings had A/B-tested subject lines to increase our open rate and CTR. We basically always averaged a 50% open rate and a CTR of 4-6%, even on reminders. These figures remained consistent even as the number of subscribers grew.Examples of automations
Welcome: The customer was greeted in three steps where we presented the brand and hero products.
Birthday: The customer received birthday wishes followed by a reminder of the offer a week later if the code had not been used.One-year anniversary: The customer was notified of their one-year anniversary as a customer.
Post-purchase: Recommendations based on hero products and unique tips on how the product can be used/skincare hacks (here we also had an idea to tailor it further for another flow if the product was purchased a second time).
Abandoned cart: A given flow that requires no further explanation.
In addition to the ongoing projects, including CRM, I developed a new logo to refresh the visual identity. Another reason was that the mixture of weights in the original tended to be difficult to read at lower resolutions or in smaller sizes, such as in the header of the newsletters. Even at a distance, such as on the store window, the logo was difficult to read.
The original looked like this:
Process
I started by making a number of sketches, initially using serifs to achieve a complete change in appearance. The sketches varied between linear and square.
In the end, I decided to use Mr Eaves as a basis. The monolinear structure of the font shared many similarities with Avenir, on which the original was based, but with a more modern cut that retained readability even in small formats. The shape itself, an R, also gave the logo a higher recognition factor that worked in all sizes, from favicons to shop window decals.
Another reason we chose this variant was because the jump between the original and the new variant maintained a certain recognition between the two.
The logo was, of course, produced in an inverted format and a Christmas format, where I started with a dark green shade.
This is what the new version looked like:
2020-2021
In parallel with, or rather as a complement to, the newsletters, I also began to write blog posts that we used for launches, guides, and much more. These pages were particularly useful as landing pages for our knowledge-seeking and well-informed customers. It is worth mentioning that the Biologique Recherche brand has a highly scientific profile, which meant that the product presentations were more akin to a medical paper than a product launch in the traditional sense. At that time, there was not much more marketing material available, but this changed over the years.
What remained for me to do was to adapt these trade texts into a format that introduces the product in a simple but credible way. The result was well-visited blog pages and, once again, positive feedback from our customers, both in the form of more orders and happy comments in our inbox.Returning to the campaigns, I had complete freedom to design them however I saw fit. One very popular campaign was our Easter eggs, which we ran in different variations.
The most popular version involved hiding digital Easter eggs in different places on the site. When customers found an Easter egg, they found a code, entered it at checkout, and received a gift with their order. To give the campaign a little extra urgency (as if searching for the eggs wasn't enough), some codes were very limited.
On the first day of the campaign, we broke records for the number of unique visitors, but we also saw unusually high peaks over the following days in connection with the mailings, which was also reflected in sales with a higher conversion rate than normal.In 2021, we hired an SEO expert to optimize the site's content, meta descriptions, and advertising. The efforts led to an increased influx of new customers more or less immediately.
During our third year with Shopify, we put extra effort into Black Week, Cyber Monday, and the Christmas season with various types of offers, which yielded good results. Almost all offers were either time-limited or limited in number. Some offers that had been popular in the past were given stricter time limits, but also returned as unexpected surprises later on, which stimulated sales even further.
The Christmas campaign was, of course, designed as an advent calendar, but with the difference that only our most loyal customers received advance information about the entire calendar in advance, while it remained a secret for the rest of the customer base. This period accounted for nearly 40% of total sales for the year.
2022-2025
In the fall of 2022, the Biologique Recherche brand acquired the company, and we were reorganized into a subsidiary. This was accompanied by a completely different culture, where my role took on a significantly more demanding character.
In connection with the reorganization, several key players in the company left and were not replaced, at least not immediately. This led to me being responsible for e-commerce and CRM, as well as being responsible for procurement for both our e-commerce and our retailers.The change in ownership led to an intense autumn and spring, during which we often had to focus on urgent challenges rather than working strategically and closely with customers. During a short period, we executed two major warehouse relocations while continuing to manage reseller relations and daily operations. It was a demanding time that provided me with valuable insights into prioritization, setting boundaries, and the importance of establishing sustainable work routines. These experiences have strengthened me both professionally and personally, and I carry them with me in how I approach my work today.
I return to work relatively shortly thereafter, but on a part-time basis during the late summer, and do not return full-time until after the new year. During this period, a lot happens. At this point, the parent company begins to undergo significant internal transformations that affect us directly and indirectly. My role changes even further and shifts to being more of a technical support to the various teams at HK, translating text material and supporting the new team that had been put in place during my absence, as I was the one who had worked with the brand in the company the longest at that point.
The extensive decision-making authority I previously had in matters such as developing the customer journey, stimulating sales, and the like was reduced to almost zero and transferred entirely to HK. After the change of ownership, we unfortunately never achieved the sales or customer satisfaction we had before.
At the end of 2024, the parent company appointed a new CEO who initiated a major effort to update and modernize the company, but also to concentrate its markets. The focus was primarily on China as a potentially large market, which meant that other markets had to take a back seat.
At the beginning of the year, we were informed that our company was one of several subsidiaries that would be closed down, thus ending my seven years with the brand.
4 facts about me
Stockholm
Where I live
More specifically on Lidingö with the Stockholm archipelago within eyesight.
E-commerce
This is where my brain excels
... and customer journeys, development and optimizations. Among other things.
Clarity
The first problem I tackle
Whether it's a newsletter, the navigation or the product page structure.
Customer focus
Who I have in mind
The site should be fun to interact with and stimulate sales with as few obstacles as possible.
About me
I build, shape, and drive digital solutions with overall responsibility in complex, international organizations, always with a focus on results and long-term impact. I am used to working across multiple markets and combine this with in-depth experience of the Swedish market and Swedish e-commerce customers, where high expectations of user experience, payment flows, and delivery solutions place special demands on precision and speed.
The customer is at the center of everything I do, whether it's understanding behaviors, creating relevant experiences, or ensuring consistent communication across multiple channels and markets. I am happy to take ownership of digital platforms, campaigns, and CRM solutions in businesses with many stakeholders and dependencies. With a strong interest in graphic design and a keen eye for detail, I create content and digital experiences that engage, scale, and convert.
Digital Operations Manager
Konecta Group for Coca-Cola
2025-today
Responsible for the implementation, launch, and follow-up of digital campaigns and campaign flows in five Nordic markets: Sweden, Norway, Finland, Denmark, and Iceland.
The role includes operational ownership of local digital platforms such as web, app, and CRM, including content management, localization, and ongoing optimization. Leads the development and launch of CRM and is responsible for the technical setup of campaigns, loyalty initiatives, and automated customer communication. Ensures that the web and app are continuously updated with accurate content, campaigns, and legal documents, and builds landing pages and article pages in CMS.
Works hands-on in the platforms through UAT, production setup, and live adjustments, including troubleshooting and bug fixes. Collaborates closely with digital managers, IT, data, and delivery teams and contributes local insights to central campaign and category teams.
E-Commerce Manager
Biologique Recherche Nordic
2022-2025
Responsible for ensuring that e-commerce reached set KPIs and goals. Reported to both the CEO and head office. The role also included technical support to the parent company regarding the platform (Shopify), translation of newsletters and automations (Klaviyo). Was also the spider in the web for other text processing related to our products, where I produced longer blog texts and translations for our retailers.
Want more details? Click here to get to a timeline of the islands over the past 7 years
E-Commerce Manager
Revivekliniken AB
2018-2022
I built the e-commerce platform from the ground up and implemented logistical solutions. I was responsible for staff recruitment and fully handled content creation, image editing, newsletters, and campaign planning, among other duties.
Skills
#ShopifyPro #CRM #A/B-tests #automations #CMS #CRM #omni #communication #newsletters #campaigns #customerjourneys #graphicdesign #copy
Skills
Analytical
I excel at identifying areas of improvement, whether through data analysis or feedback, to implement targeted actions that drive meaningful changes in KPIs.
Communicator
I possess experience in planning, building & executing communication plans such as newsletters & automations towards customers.
7 years of skincare
Solid experience in working with complex skincare products, especially in the exclusive segment.
Outside the box
Where others see problems, I see solutions, even if I need to invent something to make it work.
