Overview
Elevating the visual quality, strategy and experience of multiple independent beauty brands across digital, social and physical touchpoints.
Between 2021 and 2024 I worked as Design & Marketing Manager at Vanity Group, operating inside a fragmented beauty ecosystem made of independent beauty centers, standalone product brands and external partners.
My role was to design and align digital experiences, brand identities, growth strategies and visual communication across environments that were not unified, creating cohesion without forcing uniformity.
From rebranding product lines to designing store experiences, from leading influencer campaigns to building a funnel that generated +100K revenue in one month, my work spanned strategy, design, content production and cross-brand orchestration.
Context
Designing across independent brands, local identities and a decentralized beauty ecosystem
Vanity Group operated in a fragmented structure: local beauty centers maintained their own names and identities, external brands collaborated with the group without being owned by it, and product lines existed as standalone brands with their own voice and visual language.
There was no unified brand architecture, only multiple realities moving in parallel.
My role sat at the intersection of branding, communication, digital design and growth.
Unlike a traditional in-house role focused on one brand, I had to work across multiple identities, audiences and value propositions, elevating quality and coherence without centralising or standardising what made each brand unique.
Process
Creating order in a system that was never designed to be unified
Working inside Vanity Group meant designing within an ecosystem that had grown organically, not strategically.
My process focused on bringing structure, coherence and repeatability to an environment made of independent brands, external partners and inconsistent workflows.
I started by mapping the ecosystem to understand how each brand communicated, how teams collaborated and where inconsistencies appeared.
From there, I identified UX, communication and operational gaps, and designed modular systems that could adapt to each brand — without forcing a centralised identity.
I established repeatable content-production workflows, defined cross-channel communication patterns, and aligned digital and physical touchpoints so each initiative felt intentional and professionally executed.
A large part of the work included cross-team facilitation: managing expectations, aligning stakeholders and translating strategic goals into concrete deliverables.
Project Streams
Operating across multiple design realities with different goals and constraints
To navigate this decentralized ecosystem, I organised my work into parallel streams, each functioning like a mini–design project with its own identity, audience and objectives.
Local Beauty Centers: designing service experience and physical environments for independent locations.
Each center maintained its original name and visual identity.
My role was to ensure a unified level of quality in service experience, brand expression and physical touchpoints, without standardising what made each location unique.
I designed interiors, service flows, printed materials, local campaigns and photographic content, helping each center communicate professionally while preserving its character.
KOKKOLA (Brazilian Wax Brand): Repositioning and elevating a standalone beauty brand.
Kokkola was an independent brand inside the group’s network.
I redesigned its full identity and online presence, refreshing the brand system, website and visual direction while keeping its original personality intact.
I also restructured the communication strategy and created a consistent stream of social content that reinforced the brand’s new positioning.
Notefluide (External Beauty & Lifestyle Brand): Visual redesign, influencer strategy and Pitti Fragranze activation
Notefluide wasn’t owned by Vanity Group but relied on us for design and communication support.
I refined its visual identity, directed its social presence and led influencer collaborations.
One of the highlights was designing and developing the full booth experience for Pitti Fragranze, including photography, printed materials and brand storytelling, elevating the brand’s visibility within niche audiences.
Data-Driven Growth
A 100K revenue funnel built through UX, research and heuristic evaluation
One of my most impactful contributions was designing a UX-driven sales funnel built on heuristic evaluations, behaviour analysis and value proposition testing.
By addressing friction points and optimising communication, I designed, tested and executed a funnel that generated +100K in a single month.
It became a clear demonstration of how strategic design can deliver measurable business results.
Impact
Elevating quality, coherence and performance across a non-unified ecosystem
Thanks to this multi-stream work, Vanity Group experienced:
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+100K revenue from the redesigned funnel
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stronger and more contemporary visual identities
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higher engagement and clarity across social platforms
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national use of professional content
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increased perception and credibility for Kokkola and Notefluide
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better service experience across beauty centers
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a scalable workflow used across independent brands
Goals and What I learned
I learned how to design effectively even with extreme constraints, improvising solutions, solving problems creatively and delivering quality without resources.
I developed a user-centred mindset, understanding how to design for real customers, structure complex inventories and translate physical retail behaviour into a clear digital experience.
I proved to myself that I can build an entire brand ecosystem alone, from identity and photography to e-commerce and content and turn design into tangible business value.