.
After nine years, I've distilled how I work into three rules. They're not methodology. They're filters for every product decision I make.
- 01Principle
Start with the business problem, not the UX problem.
The strongest UX decisions are made in terms a CFO recognizes: churn, coverage, reporting time, certification speed. I begin every project by translating the design brief into a business metric, because every screen I ship is accountable to it. When the user and the business disagree, that tension is usually the real brief.
- 02Principle
Design the system before the screens.
Products fail at the seams. Before drawing a single frame I map the primitives: the nouns, states, and transitions the product will spend the rest of its life rendering. Screens are the easy part when the system underneath is honest. A good system turns the last mile of feature work from invention into composition.
- 03Principle
Ship the craft, then measure it.
Motion, density, typography, interaction detail. These aren't garnish. They're how trust is earned in the final 5%. I design the details with the same rigor as the architecture, and I measure them after launch. If a pattern doesn't move a number, it's up for replacement.
Research, System, Ship, Measure.
Every project runs this loop. Some loops are weekly, some are quarterly. The rhythm changes, the steps don't.
Research
Interviews, analytics, support tickets. I read what users do more than what they say.
System
Map the nouns and states. Define the primitives before the screens.
Ship
Design to scope, handoff tight, review in-browser. Motion and details are non-negotiable.
Measure
Did the pattern move the metric? If not, what's the next bet?
Let's build something measurable.
I'm open to a senior product design role this quarter. Fintech, SaaS, or complex B2B teams where systems thinking is the point.
- Based
- Berlin, DE
- Reply
- Within 48 hours
- Calls
- By appointment
- Status
- Open · Q2 2026
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