Customers and prospects
Capability by capability, in the language the buyer uses, with proof and a route to a named contact. This is where commercial value sits.
Website Design · Delhi NCR & remote
A corporate site fails at the approval stage.
Not technically. Structurally. Six divisions, four audiences and nine people with an opinion produce a site that says everything to everyone, which is the same as saying nothing to anyone.
Short answer
Corporate website design is for organisations serving several audiences at once — customers, partners, investors, job applicants and press — usually across multiple divisions. The hard part is not visual. It is deciding the structure, agreeing who owns which section, and building a system that stays coherent after fifty people have edited it.
Governance built in
Multi-audience structure
Multi-language ready
A system, not pages
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01 The premise
The real problem is not design.
A corporate website has to serve audiences whose needs actively conflict. A prospective customer wants a specific capability explained. A job applicant wants to know what it is like to work there. A partner wants technical detail. A journalist wants a fact and a contact within thirty seconds. Designing one homepage that serves all four equally produces a homepage that serves none.
The second structural problem is ownership. In a company of any size, sections are written by the people who run them, and every one of those people believes their section deserves the homepage. Without an agreed hierarchy the site becomes a negotiated compromise, and compromise sites are the ones that get redesigned again in three years.
So most of the value I add on a corporate project happens before any visual work: settling the audience hierarchy, agreeing what each division owns, and building a component system strict enough that a page added in eighteen months by somebody I have never met still looks like it belongs.
02 Audiences
Four audiences, four different jobs.
Each needs its own route. Trying to serve them from one page is the failure mode.
Candidates
Careers is often the second-most-visited section of a corporate site and usually the worst maintained. It needs real roles, real people and a working application route.
Partners and suppliers
Technical detail, documentation, compliance and credentials. Deep, unglamorous pages that a small number of high-value people read carefully.
Press and investors
Facts, figures, leadership, contact. Judged entirely on speed of access, and quietly damaging when out of date.
03 Governance
What keeps it coherent in year three.
A corporate site is not finished at launch. It is a system that will be edited by people who were not in the original meetings.
Governance built into the build
- A component library. Pages are assembled from approved blocks. A new page cannot invent a new layout, so it cannot drift.
- Named section owners. Every section has one person accountable for its accuracy, recorded in the CMS rather than in somebody’s memory.
- Editing rights by section. The careers team edits careers. Nobody edits the homepage by accident. This prevents most of the damage.
- A review date on each page. Pages that go stale are the main way corporate sites lose credibility. Dating them makes the decay visible.
- A publishing checklist. Title, description, heading order, image alt text and internal links, enforced before publish rather than audited afterwards.
Free structure review
Is your site organised around your customers?
Send me the URL. I will tell you whose needs the current structure actually serves — and in most corporate sites the honest answer is the internal org chart, not the customer.
- Structural findings, not a visual critique
- You keep the assessment either way
- Migration and redirect planning included
- Same-day reply, all 7 days
Free review
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Four details, and a real reply today.
04 Decisions
Decisions worth making before the design starts.
- Divisions: one site or several?
- One site with clear sections almost always beats several microsites. Microsites split your search authority and multiply the maintenance, and they are usually chosen for internal political reasons rather than user ones.
- Language: which ones, genuinely?
- A half-maintained Hindi version is worse than none. If a language is added, it needs an owner and a translation route, plus correct hreflang so the versions do not compete in search.
- Careers: on-site or on a platform?
- Third-party job platforms take the traffic and the employer brand with it. Listings hosted on your own site, marked up properly, keep both.
- Approval: how many rounds, and who ends them?
- Naming the single person who signs off is the most useful thing a corporate project can do in week one. Sites that stall almost always stall here.
05 Process
How a corporate project runs.
Stakeholder mapping
Who must be consulted, who must approve, and who only needs telling. Agreed in writing before design, because this is what determines the timeline.
Architecture
Audience hierarchy, sitemap, URL structure and navigation. Reviewed and signed off as a document while it is still cheap to change.
Design system
Tokens, components and page templates. Approval happens at component level, so page ninety does not need a meeting.
Build and migrate
Development, content migration and redirect mapping. Losing rankings in a corporate migration is common, avoidable and expensive.
Handover
CMS training per section, documentation, and the publishing checklist. The site has to be operable without me.
— Website Design
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These sit next to a corporate website and are usually bought with it. Same person doing the work in each case.
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Read more— Questions
a corporate website — your questions.
Straight answers, including the ones that cost me work. If yours is not here, ask it — I reply the same day.
Longer than the build. Development is rarely the constraint — approval cycles and content from multiple divisions are. Projects that agree a single approver and a content deadline in week one finish months earlier than those that do not.
Usually not. Separate microsites divide your search authority, multiply maintenance and confuse customers who deal with more than one division. One site with clearly owned sections is almost always stronger. The exception is a genuinely separate brand with a separate audience.
Yes, and for a site this size you must. Editing is granted per section, so each team maintains its own area without being able to disturb anyone else’s. That restriction is a feature; it is what stops the site drifting.
Yes, with correct hreflang so the language versions support rather than compete with each other in search. I will also ask who is going to maintain each language, because an out-of-date translation damages more trust than not offering it.
Not if the migration is planned. Every existing URL gets mapped to its new address with a 301 before launch, and the old structure is crawled first so nothing is missed. Ranking loss in migrations is almost always caused by skipping that step.
Yes, and it is normal on projects this size. I work to your brand guidelines and your hosting or security requirements. What I will ask for is one named decision-maker on each side, because that is what keeps a multi-stakeholder project moving.
Free consultation · No obligation
Get the structure right before the design.
One call about how the organisation is actually arranged and who the site has to serve. You will get an honest view of whether this is a redesign or a restructure — they are very different budgets.
- Architecture agreed before visual work
- Component system that survives many editors
- Migration mapped so rankings survive
- Fixed scope agreed before work starts
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