Technology is moving fast, but in many manufacturing and distribution organizations, the systems running behind the scenes are still catching up. I’ve made it my mission to change that by leading engineering teams that solve real problems through scalable, modern, and stable solutions. In this post, I’ll share my personal journey, some of the challenges I’ve tackled, and how I think about engineering leadership in a B2B context.
From Self-Learning to Engineering Leadership
Like many engineers, my entry into tech wasn’t conventional. I didn’t follow the typical university-to-corporate path. I was a self-learner, fascinated by how digital products could shape the way we live, shop, and communicate. Even before I formally left university, I was already building tools for startups and small retailers in Paris. The fast pace of eCommerce caught my attention, but more than that, it was the immediate feedback loop of software meeting user behavior that drew me in.
That early work gave me the foundation to go deeper. As I explored different parts of the digital commerce ecosystem, I realized I wanted to solve problems that weren’t just about conversion rates or UX tweaks—but about how entire systems talk to each other. That’s when I met Isaiah Bollinger, founder of Trellis, now part of Zaelab, and got introduced to B2B commerce.
It was a turning point. I saw firsthand how manufacturers and distributors were struggling with outdated tools, siloed systems, and workflows that hadn’t evolved in decades. Yet the potential to improve operations, enable better customer experiences, and drive growth through engineering was enormous. That became my focus—and it’s what brought me to Zaelab.
What Makes B2B Engineering Different
B2B isn’t just a scaled-up version of B2C. It comes with its own set of challenges—and opportunities. You’re often working with complex product data, long buying cycles, and multi-layered decision-making processes. Many of the clients we support at Zaelab have legacy systems that are deeply embedded in their operations. They can’t afford to rip and replace, but they also can’t keep relying on brittle, outdated tools.
That’s where engineering strategy matters. Our job isn’t only to write clean code or ship fast. It’s to solve for long-term stability while enabling fast iteration. We have to be intentional about the architectural decisions we make—because they impact everything from sales workflows to order fulfillment to how a customer engages with a portal or self-service experience.
A Recent Win: Air Lift Performance Configurator
One example that stands out is our work with Air Lift Performance. We were tasked with building an interactive configurator that lets customers design a custom air suspension system for their specific vehicle. This wasn’t a basic plug-and-play feature. It required a deep understanding of product logic, a high-performing frontend, and a seamless connection between user input and back-office systems.
We built a tailored, animated experience that walks users through every step of the configuration process—visually and logically. It’s intuitive on the outside, but under the hood, it reflects careful engineering, thoughtful UX design, and robust system integration. It’s a great case of how engineering can support both business outcomes and great customer experiences.
Leading with Architecture: Stability and Scalability
A lot of what we do at Zaelab hinges on how we design our systems. My focus is always on creating solutions that are modular, scalable, and flexible. That means leaning into modern architectures like microservices, containerization, and API-first integrations. These approaches let us add or update functionality without affecting the core system—making it easier for clients to evolve over time.
But we’re also realistic. Innovation isn’t about chasing the newest tools—it’s about applying the right ones, in the right places, at the right time.
That’s why I believe in defining clear boundaries between innovation zones and core systems. For example, if we’re building a new AI-based recommendation engine, we can test it in a separate module that doesn’t interfere with essential workflows like inventory or order management. At the same time, our core systems rely on proven technologies and robust testing to ensure stability, uptime, and performance.
The State of B2B eCommerce Today
Technology-wise, we’re at an interesting juncture for manufacturers and distributors. A lot of the legacy actors in the industry find themselves challenged by either crippling technical debt, or dated systems preventing them from innovating fast enough.
On the other hand, we’re seeing a first wave of future-minded organizations in the field rethinking their entire technology strategy and putting innovation to the service of their teams and customers alike — leveraging AI, microservices, composable architectures and more.
In the USA, the average B2B buyer is 36 years-old. The days of sending e-mails to confirm an order slip are gone, and it’s clear that many legacy players are falling behind while the divide is only growing larger by the day.
The Human Side of Engineering
As Head of Engineering, my role isn’t just technical—it’s deeply tied to people. I lead with a strong belief that great systems come from great teams. That means investing in mentorship, creating clear growth paths, and fostering a culture where engineers feel empowered to own their work and think strategically.
We work in an industry that’s constantly changing. To stay ahead, engineers need more than technical skills—they need adaptability, business awareness, and a collaborative mindset. I’ve made it a priority to cultivate that environment at Zaelab.
This also extends to how we work cross-functionally. Engineering doesn’t live in isolation. We partner closely with strategy, design, operations, and client-facing teams to ensure we’re not just building the right thing—but building it the right way.
Common Challenges Our Clients Face
When manufacturers or distributors start the journey to modernize their systems, they usually run into a few recurring obstacles:
- Legacy infrastructure
Systems built years ago often lack the flexibility to integrate with new platforms, creating bottlenecks.
- Data inconsistency
Migrating and cleaning data across systems is one of the most resource-intensive parts of modernization.
- Integration complexity
Connecting platforms like ERP, CRM, PIM, and eCommerce systems isn’t just technical—it requires domain knowledge.
- Lack of standardization
Many teams rely on manual, inconsistent processes that slow things down and introduce risk.
Our job is to meet clients where they are and build bridges—both technically and strategically.
Simplify the Complex
Our approach starts with listening. Every client has a unique tech stack, operational structure, and set of goals. We don’t impose a one-size-fits-all framework. Instead, we focus on building composable, API-driven systems that can evolve over time.
One of the key strategies we use is creating an integration layer that abstracts complexity. This allows us to swap out systems or introduce new services without breaking the entire ecosystem. We also prioritize strong QA practices and documentation so clients can maintain control and confidence, even as their systems change.
This is especially important in B2B environments, where integrations often touch mission-critical functions like pricing, inventory, shipping, and customer data.
Aligning Engineering with Business Goals
Something I often tell other engineering leaders is this: your roadmap is only as strong as your connection to business outcomes. You can build the most elegant system in the world, but if it doesn’t reduce friction, improve performance, or drive growth, it’s not serving its purpose.
At Zaelab, we define success by the impact we create — faster quote times, reduced manual effort, lower maintenance costs, increased agility. Our engineering team works closely with account managers and strategists to ensure that every project has clear KPIs and measurable value for the client.
This alignment is also essential for gaining internal buy-in. It’s not enough to pitch a technical idea — you need to translate it into the language of the business. That means tying engineering initiatives directly to goals like cost savings, operational efficiency, or enhanced customer experience. A strong business case supported by projected ROI and tangible outcomes goes a long way.
We’ve also found that keeping stakeholders involved throughout the process makes a difference. Whether it’s regular check-ins, shared progress reports, or live demos, transparency builds trust. And when non-technical leaders can see the results in context — through case studies or real-world examples — they’re much more likely to support and champion engineering-driven initiatives.
This is a topic we’re expanding on in an upcoming webinar with Simpson Strong-Tie and B2BEA, focused on building internal alignment for digital transformation in B2B commerce. If driving buy-in is something your team is working through, I’d encourage you to join it — Register here.
What the Future Holds for B2B eCommerce
Looking at 2025 and beyond, I see a few trends shaping the future of B2B technology:
- AI and automation
Predictive analytics, demand forecasting, and customer behavior modeling will become critical tools for manufacturers and distributors.
- Composable commerce
Companies are moving away from monolithic platforms and toward mix-and-match ecosystems built on best-in-class tools.
- Developer enablement
Low-code and API-first platforms will make it easier for teams to experiment, iterate, and launch faster.
- Cross-functional fluency
The most effective engineering teams will be those that understand both technology and business deeply—and can move seamlessly between the two.
Zaelab is well positioned to lead in this space. We have the right mix of talent, partnerships, and client trust to keep driving transformation at scale.
My Advice for Engineering-Led Transformation
My goal at Zaelab is simple: build systems that last, teams that lead, and solutions that make a measurable difference for our clients.
We’re not here to chase trends or push shiny tools. We’re here to help manufacturers and distributors evolve—intelligently, strategically, and sustainably. Whether that means launching a new self-service portal, integrating a CPQ system, or modernizing a backend workflow, our approach is always rooted in real outcomes.
I’m excited about where we’re headed—and even more excited about the impact we can create together.
Contact our team to explore how we can support your next transformation.
