Steelex – manufacturer dealer portal
Online orders for 300+ dealers: real-time stock, personalised prices and ERP synchronisation.
ResultOrder processg was reduced from 2 days to 3 hours.
View case →A B2B platform you will not have to pay for twice.
A system where your business customers work independently instead of writing to your managers. We design portals and operational systems around real roles, decisions and processes.
Dealer portals · Corporate customer portals · HR tech and services for companies · Procurement platforms · Partner networks · Service marketplaces
“We need a dealer portal / partner portal” Which decisions should participants make independently?
Complexity
B2B-product complexity starts with interdependent decisions, not the number of features. that depend on one another.
Buyers, managers, partners, dealers, accountants, logistics staff and administrators may work in one system. Each has their own tasks, authority, constraints and context.
If you start with screens and a feature list, contradictions between these roles appear during development. We therefore design the interaction model first, and only then the interface.
Where the cost of a mistake appears
A single access decision changes the logic of orders, documents, approvals and reporting at once.
The more participants there are, the fewer decisions can be made locally: each one affects others.
An interface will not fix a process, that nobody has thought through.
If the product is bought by an end user, this is development digital products. If only your team uses the system, this is internal systems.
Strategic-stage artefact · participants · decisions · dependencies
Architecture · product economics
A budget does not make a product an investment. The decisions built into its architecture make it one. decisions built into the architecture.
A company may spend a significant budget and get a working system without getting a product that supports the business.
Features may be implemented, interfaces designed and integrations connected. But if roles, data, rules and dependencies are designed incorrectly, every subsequent change becomes more expensive than the last.
Money spent
The product lives separately from the business
- the system only duplicates the old process
- every exception requires separate rework
- logic is distributed between code, tables and people
- changing one rule breaks several scenarios
- the business must adapt to its own product
- the next version effectively starts with redesign
Money invested
The product increases value at every stage
- the product reduces dependence on manual work
- new scenarios are added without rebuilding the foundation
- business rules are fixed in the system
- users can make decisions faster
- the architecture supports new roles, markets and work models
- each next stage increases the value already created
cost architecture visible not in day launch. Its value is visible in the cost of every next decision.
We design it so money invested today remains part of the product tomorrow.
When needed architecture
You need more than development when an error in product logic affects the work of the entire business.
Product strategy and architecture are needed when:
- 01requirements from departments conflict with one another
- 02several types of participants will work in the system
- 03one user’s decision changes the scenarios of others
- 04there are individual contracts, prices, limits or rules
- 05part of the process relies on spreadsheets, correspondence and individual knowledge
- 06a ready-made solution forces the business to change critical processes
- 07every new feature requires changes in several parts of the system
- 08the previous version already had to be rebuilt
- 09the team cannot agree on the first-version boundaries
- 10the system must integrate into the company’s existing digital landscape
The more decisions depend on one another, the more expensive it is to start with a feature list.
Strategy and architecture
Strategy determines the direction. Architecture turns it into a system of decisions.
In B2B and enterprise projects, almost every department has its own view of the system. Sales want flexibility, finance wants control, operations want standardisation, leadership wants transparency and customers want autonomy. All these requirements may be justified while conflicting with one another.
- 01Business goalWhat change the product must create.
- 02Product strategyFor whom, why and through what behaviour value is created.
- 03Product architectureHow participants, roles, scenarios, rules and data interact.
- 04InterfaceHow users make decisions inside the system.
- 05DevelopmentHow product logic becomes a working product.
- 06GrowthHow the system accommodates new roles, processes and business models.
Product architecture includes
ParticipantsRoles and authorityScenariosRulesDataGrowth
Strategic-stage artefact · scenarios · rules · data
Strategy is not a list of what we do. It is the boundary between what what creates value and what only spends the budget.
If there is no architecture between strategy and development, strategic decisions become wishes.
01
We restore the real picture
We speak with process participants and verify how work actually happens, not only how it is described in regulations.
02
We find decision points
We define where the user chooses, approves, checks, rejects or transfers accountability.
03
We build the role model
We record permissions, dependencies, exceptions and accountability boundaries.
04
We design the architecture
We connect scenarios, data and business rules into one coherent system.
05
We test before development
We model critical scenarios and find contradictions before they become expensive changes.
I — Focus
Strategic focus
Define what change the product must create and what must be left out.
II — Integrity
Architectural integrity
Verify that roles, rules, journeys and data do not contradict one another.
III — Consequences
Consequences of decisions
Understand how today’s decision will affect cost, speed and the product’s freedom to grow.
Our product is not the number of screens created. It is the quality of the decisions your system will rely on.
Result first stage
After the strategy and architecture stage, you are left not with a presentation, but with the foundation for product decisions.
- 01
An agreed product model
Who the system is for, what change it must enable and where its boundaries lie.
- 02
Map of participants and responsibilities
Who works with the system, which decisions they make and what they are responsible for.
- 03
Key scenarios
How users move from need to result and where decision points arise.
- 04
Business rules model
Contracts, prices, limits, statuses, exceptions and approvals.
- 05
Data and integration architecture
What information the system needs, where it comes from and who manages it.
- 06
Boundaries first version
What must be implemented first, what can wait and what should be dropped.
- 07
Map of risks and uncertainties
Which decisions must be tested before estimating full implementation.
- 08
Basis for estimating development
The team estimates an agreed product model, not an abstract list of requests.
Materials that remain with the client after the first stage
The result has standalone value and does not oblige you to continue development with Sheker.Agency. You can use it to decide on implementation or hand the materials to your internal team.
Enterprise-context
What we account for in enterprise projects
B2B and enterprise platforms are almost never built from a blank sheet. They must work within the company’s existing operational and digital systems.
I
Existing systems
ERP, CRM, accounting, warehouse systems, analytics, document flow and internal services.
II
Data
Sources, structure, accountability, quality, access and synchronisation rules.
III
Security and permissions
Roles, access levels, critical actions, audit and accountability controls.
IV
Integrations
Dependencies between systems, API constraints, exchange stability and behaviour when errors occur.
V
Migration
What is migrated, what is cleaned, what stays in the legacy system and how the transition happens.
VI
Team and growth
How accountability is shared between Sheker.Agency and the client IT team, and how the system accommodates new roles, processes and markets.
We do not design a new product in a vacuum. We define its place in the company operating model and digital landscape.
After launch
Launch does not finish the architecture. It gives it real-world data.
After launch, we verify how the system works in real processes, where users bypass the designed logic and which decisions need to be made next.
01
Analysis of real-world use
02
Verification of key scenarios
03
Prioritisation of next changes
04
Architectural control of growth
When needed, we work with the internal product or IT team and pass on the context behind the decisions.
The goal of support is not to create a constant stream of revisions, but to preserve product integrity as it grows.
Selected projects
Not “we built a system”, but changed a business process.
We show the challenge, architectural decisions and changes in the operating model.
NOVA Market – home-appliance marketplace
Built from scratch: a catalogue of 40,000 products, seller accounts, CRM integration and delivery-service integrations.
Result+142{85c32a404beb3a17fad9859395e98171d5844d669a872c9f6728ab61e397d515} online sales in the first year after launch.
View case →{{Case: service company client account}}
Request approvals, documents and statuses in one account: separated role permissions, exception rules and synchronisation with the accounting system.
Result{{Reduction in manual processg by X{85c32a404beb3a17fad9859395e98171d5844d669a872c9f6728ab61e397d515} in N months}}
View case →Format and cost
The budget is determined by the platform scope, not by the number of screens.
We define the first stage and its budget after discussing the challenge. We estimate implementation on the basis of the agreed architecture.
Strategy and architecture4–6 weeks
from $10 000
An interaction model and product logic documented before development begins.
- Participants, roles and permissions
- Scenarios and decision points
- Rules, exceptions and approvals
- Model data and integrations
- First-version boundaries and success criteria
The stage has standalone value and does not oblige you to order further development.
Send an enquiryFirst version platformsfrom 8 weeks
from $25 000
One completed scenario with real roles, rules and data.
- Strategy and architecture
- Design and development first version
- Roles, permissions and key rules
- Analytics and data after launch
- Launch and support
This is not a full enterprise platform, but a proven working scenario on which the rest is built.
Send an enquiryDevelopment platformsfrom 12 weeks
Tailored
Typical projects start at $50,000. The exact budget is determined after the strategy and architecture stage.
- Number of participants and roles
- Complexity of business rules
- Data and integrations
- Security requirements
- Level of uncertainty
- Launch and growth format
A platform is not evaluated by the number of screens.
Send an enquiryEnquiry
If the product is important to the business operating model, do not start with a development estimate.
In the first conversation, we discuss the business model, participants, rules and decisions the system must support. We define where strategy and product architecture are needed, and where the challenge is ready for implementation.
If standard decisions are enough for the project, we will say so. If a flawed foundation could turn investment into cost, we will show this before development starts.
The first conversation is about your business and product, not about selling a development team. Internal processes, data and project materials will not be published or shared with third parties.
Related services
Development digital products
Marketplace development
eCommerce platform development
CRO for digital products
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