TVH Parts.

87% faster page loads. 75% faster user interactions. A full codebase and organization audit with actionable solutions for every finding. And an architecture that didn’t just solve the immediate performance crisis, but positioned TVH for a future they didn’t know was possible.

The Situation

TVH Parts runs one of the largest B2B e-commerce platforms in the industrial parts sector: tens of thousands of orders daily, 1.2 billion in annual revenue. The platform had grown to a scale where it needed dedicated, specialized frontend leadership. TVH brought us in to provide it.

What we found was a platform and team in crisis. Four frontend applications had evolved independently within a large monorepo. The architecture had been rebuilt years earlier in a massive effort, then leadership scaled the team down. Institutional knowledge left with the people who left. The codebase had grown so complex that engineers were reluctant to touch it. Work had effectively ground to a halt, not because the team lacked capacity, but because the organizational and architectural problems had made meaningful progress nearly impossible.

A Center of Excellence existed but lacked the authority to lead. An accessibility compliance deadline was approaching. There was no frontend observability. And previous modernization attempts hadn’t gained traction.

Rescue & Recovery

The first priority was stabilization. We embedded as fractional frontend leadership, took ownership of the technical direction, and started untangling the organizational knots that were blocking delivery. We identified the root causes: the problems were structural, not just technical. Team structure, code review practices, knowledge distribution, component ownership, developer tooling, and process all needed to be addressed before any technology migration could succeed.

Audits & Assessments

We delivered a full codebase and organization audit in three months. Every finding came with a documented analysis and a concrete mitigation path. The audit uncovered a strategic opportunity that no one had considered: the four platforms didn’t need to stay separate. The assumption had been that future projects would add to the fragmentation. We saw an architecture that could unify them.

The modernization roadmap covered architecture, team structure, observability, accessibility compliance, tooling, and process. It reframed the initiative from a technical cleanup into a strategic investment. It secured stakeholder buy-in and budget on first presentation.

Architecture & Modernization

The platform had already been through one large-scale rebuild. We designed every migration to ship incrementally alongside business as usual, delivering standalone value while moving toward the target architecture.

Previous performance optimization efforts hadn’t moved the needle because they targeted symptoms. We traced issues to their architectural roots and fixed them through targeted refactors. We coded alongside the team, leading by example. Every refactor was a teaching moment.

Result? 87% faster page loads and 75% faster user interactions. At this revenue scale, the performance work paid for itself many times over.

Team Building & Leadership

We restructured 20+ engineers into flexible feature teams that form and dissolve as the work demands. We established structured code review processes with senior oversight, distributed architectural knowledge across the organization, empowered engineers to take back the technical direction of the codebase, and most importantly gave them the confidence to say no when necessary. The COE went from a title to a function with real authority over standards, mentorship, and platform direction.

The Result

The team stabilized. The roadmap is funded and in active execution. Engineering teams are unified under consistent technical direction.

Then the real payoff arrived. The business came with a new requirement: a pre-login website to replace the aging company site and make the product catalog visible to search engines. Without our roadmap, this would have become the fifth standalone application in an already fragmented system. Instead, the architecture we had been building toward made it possible to position this project as the unification target for all four existing platforms. One application to replace them all, designed from day one to absorb the others over time. The project is underway now, and the team is excited to finally have a clear path forward for the platform as a whole.

We didn’t just fix what was broken. We set the client up for a future they didn’t know was possible. That’s what we do.