From HQ-controlled codebase to a scalable Webflow-led platform
When I joined the company, our North America website lived entirely under headquarters’ control. It was a custom-coded frontend maintained by the central development team, and every change, no matter how small, had to be added to their sprint queue. For the U.S. and international marketing teams, this meant that new landing pages, PR updates, copy changes, and product messaging often took four to five weeks to go live.
The problem wasn’t just delay. The CMS powering the blog was outdated and lived on a separate subdomain, which weakened SEO impact and made content publishing clunky. For a fintech company that needed to communicate quickly with SMBs, partners, and enterprise prospects across multiple regions, the website had become a structural bottleneck. Marketing wanted to move at campaign speed; the web stack was operating on release cycles.
The initial rebuild took roughly three to four months and followed a structured, multi-phase path. I started by redesigning the information architecture for what would become international.pingpongx.com, consolidating previously fragmented regional sites such as usa.pingpongx.com and various UK/EU properties. The goal was to create a single, coherent international site that could represent our capabilities across North America, the UK, and Europe, while still supporting regional nuances.
Working with a U.S.-based UI/UX designer, I defined the site map, page hierarchy, and layout patterns for core sections, including products, solutions, compliance, and resources. We designed a small set of reusable templates—roughly four key page types—that would allow us to scale from the initial batch of 30+ pages to future configurations without recreating layouts from scratch. Ownership was distributed based on expertise: compliance partnered on regulatory pages, product and product marketing helped shape solution and product content, and sales reviewed whether the pages matched how prospects actually researched us.
In parallel, I coordinated with HQ IT on IP-based redirection, DNS changes, and the launch cutover plan. We agreed on a specific migration window, defined which legacy domains and paths would redirect into the new structure, and ensured that both search engines and users would experience a clean transition. By the time we went live, the new infrastructure, redirects, and content model were all aligned and approved, allowing for a relatively smooth switchover despite the number of systems and regions involved.
I led the evaluation of low-code and no-code options and ultimately selected Webflow as the core platform. The decision balanced several constraints: it offered enough design and structural flexibility for a modern international site; it integrated cleanly with our existing automation and CRM stack; the complexity level was something I could manage directly; and it was cost-effective for a multi-region marketing property.
Selecting a platform was only the first step. The more important work was aligning stakeholders across IT, legal, compliance, and headquarters leadership. With IT, I walked through Webflow’s infrastructure, security model, and AWS hosting, translating their security documentation into the specific assurances our internal teams needed. With legal and compliance, I ensured that cookie policies, privacy terms, and disclosure language could be implemented exactly to spec. With HQ management, I clarified that they would retain full transparency and control through super-admin access, while the U.S./international team would operate within a defined permission model focused on content and layout, not infrastructure.
This combination—clear boundaries, documented safeguards, and a transparent governance model—was what ultimately moved headquarters from cautious to comfortable. It allowed us to shift from a centrally coded site to a Webflow-driven international property without triggering the usual “this is unsafe” reflex that is common in fintech environments.
