Design leadership
for fintech, built for
how teams work now.
I lead design at a multi-market African payments company, where I moved design from a downstream execution function to an AI-enabled operating model: product and engineering run early discovery themselves, with design as their strategic partner and quality bar. Previously design leadership at Routable, Booking.com and Adyen.
Expand who gets to design.
I build the AI-assisted toolchains and practices that let PMs and engineers prototype and validate in discovery, with design as partner and quality control instead of the bottleneck. More shots on goal, faster decisions, no extra headcount.
Scale and lead teams through change.
I have grown a design org from under ten to sixty-plus at Adyen, restructured and re-levelled at Routable, and led a lean team through a transition at Moment. Growth and contraction both. I hire, develop, and set the standards that outlast me.
Make complex products legible.
Payments across multiple markets with non-uniform infrastructure is hard to even hold in your head. I build the artefacts and operating models that make it designable: the matrices, the funnels, the principles, the shared sources of truth.
Use design as business leverage.
Prototypes that double as sales tools, GTM design partnership, enablement that compounds. I think about where design can move the company, not only the product.
Design across product, brand, and documentation for a multi-market payments company. Built the AI-enabled operating model; led a lean team through a transition.
Design leadership within Booking's payments/fintech organisation.
Restructured the design team to business needs, established career levels and review cadence, led design through scaling and a leaner operating period.
Progressed from Product Design Lead to Head of Product Design (Onboarding & Core Finance, then Retail & Hospitality). Grew the org from under ten to sixty-plus designers across four deliberate waves; established independent UX Research and Content Design functions; built the original career ladder.
ING, Nordea bank, Cognizant, KLM & more
AI as discovery accelerator, not deliverable.
The tools compress idea to clickable prototype. The prototype sharpens the decision; it does not replace the design.
Constraint over scope.
With a lean team, the highest-value call is what design will not do. I hold that line so the work that matters gets the quality it needs.
Leverage over headcount.
Impact should scale faster than the team. Better tooling, reusable patterns, tighter process, before more people.
Impact should scale faster than the team.