Customers should not need to know the organization chart.
Franklin Building Supply brings together much more than materials. Its public offering spans estimating, design, measurement, delivery, installation, manufacturing, and a regional network of specialized facilities. I created this proposal through BoiseWebCo around the question of how that breadth could become useful to a customer who simply has a project to complete.
The Project Guide is the organizing idea. It asks who the visitor is, what they are building, which kinds of support they need, where the project is, and how soon they hope to begin. The prototype then demonstrates a relevant starting team. The customer can describe the work in familiar terms without first identifying Franklin’s internal department or specialty division.
I kept separate paths for professional builders, trade customers, homeowners, and design-center visitors. Those audiences share the same brand but arrive with different priorities and vocabulary. Focused destinations make room for their needs while the primary navigation remains concise: products, services, locations, resources, and a project starting point.
Products and services are treated as connected capabilities. Choosing a finish, for example, may also involve design guidance, measurement, coordination, and installation. The concept makes that relationship visible so Franklin’s value is easier to understand as support for an entire project, rather than a list of disconnected departments.
The location experience also distinguishes geography from capability. A nearby facility is useful only if it offers the support a customer needs. The directory presents regional and facility context, while the guide demonstrates how project details could shape the first conversation with a local team. Visually, the site retains Franklin’s identity and company imagery within a consistent hierarchy across desktop and mobile.
This is an interactive proposal prototype, not Franklin’s launched website or a verified operational routing system. Production work would require stakeholder discovery, approved facility and service data, routing ownership, maintainable content, and secure connections to existing customer systems. Guide completion, routing accuracy, qualified conversations, and avoidable transfers are proposed ways to assess the design after implementation; no improvement in those measures is claimed here.
