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Caldwell Industries had a website. It just was not built for the people who actually buy from them.
Caldwell Industries manufacture specialist industrial components. Their team knew their product inside out. The website reflected that — detailed technical specifications, department-based navigation, copy written by engineers for engineers.
The problem was that the people making the buying decision were not always engineers. Operations directors, procurement leads and business owners were landing on the site, spending a few seconds looking around and leaving. The site gave them nothing to hold onto.
When Caldwell came to us they thought the answer was a redesign. A fresher look, more modern layout, updated photography. We asked them to hold off. Before we touched anything, we wanted to understand exactly who was arriving and what they needed to see.
The brief was clear. Do not change how the site looks until you understand why it is not working.
We started with three weeks of diagnosis. Session recordings, exit surveys, heatmaps and a full review of the analytics funnel.
What we found was consistent. Visitors were landing, scrolling briefly and leaving from the homepage. The navigation mirrored Caldwell's internal structure — Products, Services, About, Sectors. Buyers were not thinking in those categories. They were thinking about a specific problem they needed solved.
Exit surveys told us the same thing in different words. Visitors did not understand quickly enough what Caldwell could do for their specific situation. The value was there. The site just was not presenting it in a way that connected with the person reading it.
We also built two detailed buyer personas from interviews with Caldwell's sales team. The operations director making the procurement decision and the technical manager doing the initial research. Two completely different people with two completely different needs. The site was speaking to neither of them directly.
The site was not failing because of how it looked. It was failing because it was built around the company, not the buyer.
That gave us everything we needed to start building a testing programme. Not a redesign. A set of precise, targeted changes — each one addressing a specific finding from the diagnosis.
Every test started with a specific hypothesis grounded in the research. Nothing was changed on instinct. Everything ran through Convertly until we had a statistically significant result.
The navigation mirrored how Caldwell was organised internally, not how buyers think about their problems. We restructured it around buyer questions — what they are trying to solve, not which department makes it. Two versions ran simultaneously for three weeks. The buyer-led structure made a clear difference in how deeply visitors engaged with the site.
Pages per session up 19%The original hero led with technical capability — detailed and accurate but written for someone who already understood the product. We tested a version written for the operations director making the procurement decision. What Caldwell delivers, how fast, and what that means for their operation. The outcome-led version consistently outperformed the technical version.
Time on page up 24%Caldwell had strong case studies. They were sitting on a dedicated page that most visitors never reached. We tested moving them inline — embedded directly on product and service pages at the point where a buyer is actively evaluating. Putting proof at the moment of evaluation, not three clicks away, made a significant difference to engagement.
Case study engagement up 31%The original form asked for full specification details upfront — everything a sales team needs to follow up properly. But it was too much for a buyer who had not yet decided if Caldwell was the right fit. We tested a lighter two-step version. Role and primary challenge first. Specifications in step two, once initial interest was established.
Form completions up 17%The generic "Contact us" CTA at the bottom of pages was replaced with "Request a capability assessment" placed at the end of each product section. Specific language tied to a specific outcome. Placed where the buyer's evaluation naturally reaches a decision point rather than only at the bottom of the page.
CTA clicks up 22%Every test ran through Convertly. Every result was documented before the next test began. The cumulative effect was a site that felt like it was built for the person reading it — because it was.
Caldwell did not get a new design. They got a site restructured around how their buyers actually think and what they need to see to take action.
The biggest shift was not in the numbers. It was in the quality of enquiries. Better qualified. More specific. More ready to have a real conversation.
The sales team noticed before the analytics did. Enquiries started arriving from people who were further along in their decision. They had already done the research. They already understood what Caldwell could do for them. The website had done the work.
What we learned on this project confirmed something we see consistently in manufacturing. The problem is rarely the product or even the website's visual design. It is the gap between how the business presents itself and how buyers actually make decisions.
Closing that gap does not require a redesign. It requires diagnosis, a clear set of changes and a testing programme that proves what works before anything becomes permanent.
That is what we built for Caldwell. That is what we build for every manufacturing client we work with.
Not a redesign. A diagnosis, a set of precise changes and a testing programme that proves what works. Start with the free audit and we will tell you exactly what your site needs.