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Lunda

Year · 2026 Role · product ↗ Visit

Lunda.ru — B2B e-commerce & sales platform

Product Development Lead · 2021–2026

I lead product development for Lunda.ru, the B2B e-commerce platform of a nationwide engineering-equipment distributor. I am responsible for the website, mobile web experience, mobile app and internal tools used by the sales team.

Over five years, the product has grown from a catalogue-led storefront into a full-service platform for customers and employees.

Scale

  • hundreds of thousands of active users;
  • hundreds of thousands of registered customers;
  • thousands of orders per day;
  • a cross-functional product team;
  • dozens of internal and external integrations;
  • Russia and Kazakhstan.

As the product evolved, the share of all orders created through the web platform grew more than fourfold compared with 2020. By the first half of 2026, the platform handled >50% of all orders, combining customer self-service with orders created by sales managers through the internal web interface rather than the ERP.

For sales managers, web ordering went from occasional use to 50% of their orders in the first half of 2026. The starting point is a qualitative estimate: before the workspace launched, orders placed through managers’ personal accounts were not tracked separately.

What I do

My remit covers the entire product development lifecycle:

  • product strategy and roadmap;
  • discovery, analytics and UX;
  • team leadership and delivery;
  • systems and integration architecture;
  • releases and production stability;
  • collaboration with the CEO, directors and users.

During my time on the product, the team has more than doubled and now runs several major product and engineering initiatives in parallel.

Selected case studies

Sales manager workspace

We are progressively moving the sales team’s day-to-day work from 1C into the web platform.

The workspace now brings together orders, customer accounts, documents, inventory, lead times, discounts, bonuses, multiple carts and a Kanban board for payments, shipments and problem orders.

Before the workspace existed, sales managers occasionally placed orders through personal accounts on the website, then updated them in the ERP. Following the phased launch in 2022 and subsequent feature development, the share of sales-manager orders created through the web reached ≈½ in the first half of 2026. This marks a shift from occasional use to an established working channel.

The next goal is to make the web platform the sales manager’s primary workspace without relying on continuous additional incentives.

Product catalogue and checkout

In 2024, we redesigned the product detail experience. We kept the familiar parent-product structure with variations such as diameter, colour and output, while adding a dedicated page for every SKU.

That improved SEO, enabled SKU-specific lead times and gave us more room to explain complex products.

In 2025, checkout was split into three steps:

Items → Delivery → Payment

Instead of one overloaded page, each stage now has a focused flow and clearer primary actions.

The original model required an enormous matrix of discounts at the level of every customer, warehouse and SKU.

I proposed reshaping the data model: grouping discounts by type of business and region, then using Redis for low-latency access.

The change reduced data volume by orders of magnitude and made the service faster and more resilient across multiple application nodes.

Scaling the platform

When I joined the project, the site ran on a single application node and regularly struggled under load.

We moved to a multi-node architecture with:

  • load balancing;
  • CI/CD;
  • staged rollouts;
  • feature flags;
  • a CDN;
  • anti-bot and DDoS protection.

Critical outages, once a recurring problem, are now exceptional despite the manyfold increase in load.

Process automation

Alongside the customer-facing product, I regularly turn manual internal operations into digital workflows.

Lead routing

Over several years, incoming request volume grew almost threefold, while automation freed up around 95% of two employees’ time, allowing them to focus on their core marketing work.

Returns

The returns process was moved entirely to the website for both customers and sales managers, replacing manual work in the ERP and paper forms.

AI processing

Multimodal models extract product specifications from PDFs, Excel files, HTML, images and plain text. For large requests, the process can shrink from about an hour of manual data entry to a few minutes spent verifying the result.

Now

The main product directions are:

Manager Workspace — continuing to move sales managers’ day-to-day work from the ERP into the web platform.

Mobile Web — reducing the need for users to switch to the desktop version.

Mobile App — launching an app for installers, with search, equipment selection, ordering, project sites, push notifications and barcode scanning.

My role is to connect product, business, team and technical architecture — and carry change all the way from an idea to a working production product.

Technologies: Java · OpenCMS · 1C · Kafka · Redis · Solr · HAProxy · REST/WSDL · Grafana · Zabbix · Capacitor · CI/CD