Kept clinicians on course when 3M Health Care became Solventum.
The MedSurg web experience on Solventum.com: wound care, sterilization, IV site management and Littmann, rebuilt for the clinicians who research them.
The short version
- Problem
- When 3M Health Care became Solventum, every MedSurg product page, education resource and support path that clinicians relied on lived on 3M.com, and it had to move to a brand nobody had heard of yet, without customers feeling the seams.
- Approach
- I audited and consolidated the estate, productized authoring against AEM in Figma with five core templates and 40+ components, then designed new pages, executed the rolling 3M-to-Solventum rebrand and ran QA/UAT as the site expanded market by market.
- Result
- I launched 157 WCAG-compliant pages, and the transition preserved 180,000+ inbound links off 3M.com across roughly 40 markets.
The transition
On 1 April 2024, 3M’s Health Care business became Solventum, an independent company launched through one of the largest healthcare IPOs on record. Everything MedSurg customers relied on lived somewhere else. Clinicians researching wound care, sterilization, IV site management or Littmann stethoscopes went to 3M.com, and had done for years.
Moving it was one strand of Project Sunrise, a rebuild of the whole marketing technology stack and the launch of Solventum.com on top of it. It shipped in stages rather than one reveal: Sunrise 1.0 went live in September 2024 as a lean, US-English launch, globalization ran through 2025, the exit from 3M.com completed late that year, and the rebrand is still rolling. Across the wider ecosystem the program touched roughly 10,000 pages and 86,000 SKUs serving around 20 million visitors. My work lived inside it, on the MedSurg side.
What made it hard
The core tension: move fast enough to hit legally-driven separation deadlines, and never let the customer feel the seams. Five problems stacked on top of each other.
- Nobody had heard of Solventum. Customers still trusted “3M”. Awareness of the new name was low, so a confusing or broken experience risked losing confidence and business at exactly the wrong moment.
- The transition was phased, not instant. We couldn’t flip a switch. Products move to Solventum branding on a rolling, multi-year schedule tied to inventory and regulatory approval, so the site had to show a mix of 3M-branded and Solventum-branded realities at the same time, gracefully, for years.
- Global complexity. The same experience had to work across 37+ Solventum locales and 35+ Littmann locales, each with its own regulatory rules, translation needs and market readiness. Some countries could only publish a homepage.
- Digital equity was at risk. Years of SEO and more than 180,000 inbound links pointed at 3M.com. Lose that and customers simply couldn’t find us.
- Accessibility was not negotiable. Every page had to meet WCAG 2.1 AA. Healthcare audiences make high-stakes decisions, and a low-contrast link or a broken responsive layout is not a cosmetic problem in that context.
How do we migrate and rebrand a sprawling, multi-market product site so that a clinician landing from Google, an old 3M link, or a printed label always finds what they need and always feels like they’re in the right place?
What I owned
This was a program with hundreds of contributors across global and regional teams. My contribution was the UX design, authoring, accessibility and quality of the MedSurg web experience, weighted toward the US pages and the rebrand execution.
I audited and consolidated the legacy estate and built the personas and architecture that came out of it. I productized authoring against AEM in Figma. I designed and built new US MedSurg pages after launch, from wireframe and prototype through AEM authoring to go-live. I owned accessibility on my pages. I executed rebranding updates in AEM against the changeover tracker. And I ran and coordinated QA and UAT across cross-functional partners, including the post-launch Navigation 2.0 rollout and product data validation with MarTech.
Research
A comparative usability study put Solventum in front of 110 healthcare practitioners alongside Medtronic, Smith & Nephew and Boston Scientific. It returned gaps specific enough to act on: menus routed people to landing pages instead of straight to product listings, on-site search was used by only about 2% of visitors even though the people who used it succeeded more often than those who browsed, and educational materials and IFUs were hard to reach from product pages. Those findings set the later navigation and content priorities.
Alongside it, an IA and content audit ran across the legacy estate and scored it: what merges, what retires, what stays. Hundreds of unused campaign landers. Broken CTAs. Orphan pages nothing linked to. Contrast failures. Imagery that changed character page to page. Navigation ran deepest exactly where the common tasks were, and the same product could often be reached three ways or not at all.
Out of the audit came personas (clinician, purchaser, distributor, patient and education) and task flows to pressure-test navigation against.
The system
A leaner architecture replaced the fragmented estate, with sitemaps and redirect plans to consolidate duplicative product content and retire stale landers. An SEO pass ran alongside it: keyword gap scan, title and heading patterns, thin and duplicate pages flagged for merge or no-index.
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Medical
Product categories
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Advanced wound care
- Advanced skin care
- Negative pressure wound therapy
- Advanced wound dressings
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Surgical solutions
- Antimicrobial incise drapes
- Temperature management
- Surgical skin preparation
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IV site management
- IV dressings
- Disinfecting port protectors
- IV training
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Sterilization assurance
- Steam sterilization
- Low temperature sterilization
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Patient management & monitoring
- Littmann stethoscopes (leaves this branch)
- ECG electrodes
- Medical tapes, wraps & securement
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Medical technologies OEM
- Medical wearables
- Diagnostics
- Transdermal components
- Optical solutions
- Resources (OEM only)
Cross-cutting utilities
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Treatments & conditions
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Resources
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Education
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Support
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Solventum Express (leaves this branch)
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Instructions for use (leaves this branch)
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↗ marks a destination outside the Medical branch: a separate brand site, a store, or a regulatory document library.
The component work is the part I’d point at first. I completed the AEM Masterclass, documented the authoring workflows, then partnered with the enterprise design system team to build a Figma component library mapped to AEM’s authorable blocks (cards, hero, accordions, tabs, promos, forms) with five core page templates and 40+ variant components, each carrying usage notes and do/don’ts written for authors rather than designers. Tokens, accessibility specs and content guidelines shipped with it, which is what kept Marketing, regional teams and the agency in sync without a review cycle for every decision.
Pages went out in seven batches, each cleared through four to five review rounds across Medical, Legal/RA, Brand and Web at roughly two to three days per page. That cadence only worked because the templates had already absorbed the decisions those reviewers would otherwise have argued page by page. Delivering 20–30 pages a week inside 24–48 hour deployment windows, with heuristic evaluation and accessibility audits on each, cut revision cycles 30% and resolved 90% of critical UX/UI defects before launch.
None of it was solo. EY produced pages and provided design support, the enterprise design system team owned tokens and components, Web Platform and AEM engineers handled translation and authoring, and Medical stakeholders and Legal/RA carried the reviews. Work tracked through Workfront and Jira.
Designing new pages
For new pages I wireframed and prototyped in Figma, designed the interactions and visual hierarchy, then handed off or authored directly into AEM. This was expansion work rather than launch work: content designed and built after go-live, as the MedSurg experience grew past what Sunrise 1.0 shipped.
On one of those page heroes, the approved direction saved the dark-green panel and the photograph as a single baked image: one asset, one drop, fast to author. I flagged that it broke on mobile. The combined image shifted and cropped the photo, hiding critical content. I worked with the marketing strategist to fix the crops and overlay live text instead, so the banners stayed legible and responsive across devices. It costs more authoring time per page, and it’s the version that survived contact with a phone.
Rebranding without breaking trust
The rebrand is a rolling, multi-year effort tied to when physical products actually change over, which meant a tracked process rather than a single find-and-replace. I identified pages needing updates from the rebranding tracker, created a version of each page in AEM before editing (a non-negotiable team standard), swapped 3M logos and references for Solventum branding and assets, then recorded completion in the changeover tracker and left publishing, translation and rollout to the defined downstream process.
The part I’d defend hardest is the smallest. We built dedicated rebranding landing pages (a global support page and a “why do our pages look different?” explainer) so a customer arriving from a printed label or an old link had one clear place to understand what was happening. It reduced sales and support inquiries, and it’s the clearest case I have for UX absorbing an organizational change on the customer’s behalf rather than making them absorb it.
Going global, and holding accessibility
Content was built in English first, then translated and localized, with regional teams reviewing for accuracy and local regulatory rules. Some markets could only publish a Medical homepage until approvals cleared; others needed fully localized catalogs. Managing inheritance and live-copy relationships in AEM is what kept that maintainable at scale. The EMEA rollout alone produced 41 websites, 2,735 Solventum.com pages and 68 Littmann.com pages across 13 languages and 23 countries.
Accessibility ran through all of it as a launch gate rather than a cleanup pass. Beyond the structural basics, the work was mostly specific and unglamorous: updating four mega-menu utility icons from hyperlink teal to the brand green to meet contrast requirements, and coordinating the corrected assets through the DAM.
With this many pages, locales and moving integrations (product data flowing from the PIM into search via Algolia, for one), quality assurance was constant. I authored UAT scenarios, reproduced and documented defects with repro steps and screenshots, validated product data end to end, and coordinated launch readiness with MarTech and dev partners.
Results
What I shipped
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157 WCAG-compliant pages launched
AA held as a launch gate on every one. The estate they replaced is gone: stale landers retired, broken CTAs fixed, imagery and contrast standardised, authoring variance absorbed into componentized templates.
The program around it
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40 markets live
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180,000+ inbound links preserved through redirects
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~200,000 digital assets migrated for reuse
The pages went live with the US launch in September 2024, and the rollout continued through 2025. The localization workflow covered 21 languages and 44 locales; Adobe highlighted those figures publicly when it wrote up the spin-up. The estate kept growing, closer to 300,000 assets and 37 Solventum locales by 2025–26.
Beyond the numbers, the transition held the experience together at a fragile moment. Customers kept finding the products they trusted, the exit from 3M.com completed, and the site now carries an ongoing rebrand plus continuous improvement without visible breakage.
Findability improvements were validated qualitatively, through stakeholder review and UAT, with analytics hooks left in place for post-launch tracking. I’m not putting a number on engagement: the figures I have carry no measurement window and no named instrument, and a figure without those two things isn’t evidence.
What I’d do differently
Catch responsive issues at the source. Baked-in hero art felt efficient until it broke on mobile. Designing for the smallest screen and separating text from imagery would have avoided the rework, and I now pressure-test responsive behavior earlier.
Build the system before the first batch, not alongside it. The pages designed early cost the most, because they were paying for decisions the component library hadn’t made yet.
Trust is a UX deliverable. Rebrand success wasn’t clean pages. It was reassuring customers that the products they relied on hadn’t changed. The rebranding landing pages taught me how much UX can absorb on a customer’s behalf when an organization changes underneath them.