The original site had everything on one level. Products, foundry capabilities, development kits, testing equipment, all presented as a flat grid under a single "Our Products" page with no meaningful hierarchy. For a company operating across four genuinely distinct business areas, and one preparing to be scrutinised by institutional investors and analysts, that structure communicated the wrong things: a small company with a single product range, not a technology platform with multiple verticals and a credible path to global scale.

The investor relations problem was more urgent. A Nasdaq listing requires a site that functions as a financial communications platform, with governance pages, board and management team sections, financial filings infrastructure, event calendars, and press release archives. None of that existed. The main site had no investor-facing content at all. With the listing timeline accelerating, the IR website had to be designed, written, and built to compliance standard before the listing date.

There was also a navigation problem specific to the restructure. The new four-vertical architecture introduced a mega-dropdown that let users bypass the vertical landing pages entirely, jumping straight to sub-products without understanding the broader category. That shortcut undermined the whole point of the restructure.