I give enterprise platforms structure that ships.
Systems-level product design for enterprise SaaS and data-dense operational platforms: clearer decisions, coherent data, and delivery that scales.
- Experience
- 15+ years, commercial product design
- Level
- Principal / lead · leads teams, stays hands-on
- Focus
- Enterprise SaaS, platforms, design systems
- Currently
- Open Loyalty · loyalty & gamification SaaS
- Based in
- Poland · European time zones
- Open to
- Principal & lead roles, embedded engagements
Approach
Most of my work has been on the parts of software that do not demo well: permission models, approval chains, reconciliation views, the dense operational screens people sit inside for eight hours a day. Getting those right is less about visual invention than about resolving structural disagreement: three teams using the same word for different things, a classification model nobody has fully written down, governance that will reject anything it cannot audit.
That is why I stay close to implementation. I design against the component library the team already has, document how and why a component deviates from its framework default, and present decisions to leadership in operational terms rather than as interface reviews.
The work should also be good to look at. I came up through gaming, social, and consumer products before enterprise, and I kept the habits: composed type, motion that earns its place, dense screens that read as calm instead of crowded. Craft is not something I grew out of; it is a large part of why the serious work gets adopted.
Depending on why you are here
If you are hiring for a senior role
I lead design teams and remain a working contributor. In practice that means holding the design system and the most structurally difficult product surfaces across several teams at once, and being the person who resolves the disagreement about what a term means before it becomes three incompatible features.
I am most useful on products where the domain is inherited and dense: procurement, operations tooling, analytics, admin platforms. I present to leadership in operational terms, and I stay close enough to implementation that specs survive contact with the codebase. The one role I am not looking for is a purely managerial one; I lead best from inside the work.
If your team is engineering-led
I design against the component library you already have. On the procurement platform that meant extending MUI and AG Grid rather than replacing them, and documenting every component twice: the UX intent, and precisely how and why it deviates from the framework default.
I am not an engineer, but I am fluent enough in component logic, state and accessibility constraints that reviews are about feasibility rather than translation. Fewer clarification tickets, less rework, fewer specs that cannot be built as drawn.
If you are a founder or product lead
The work I am best at is early structural work: deciding what the product is, what the data model has to support, and which of your contradictory requirements can actually coexist. That is cheaper to get right before code than after.
I work in embedded engagements of roughly three to nine months, owning a defined surface area end to end rather than advising from outside it.
If you lead a design organization
I lead the way I like being led: pairing with earlier-career designers on the hardest surfaces, writing documentation that outlives my involvement, and setting the review structures (weekly design syncs, cross-domain reviews) that hold quality when I am not in the room.
The systems I build are governance instruments as much as component inventories: tokenized foundations, adoption models, and decision logs that keep design work legible to the business. On the procurement platform, that auditability is what earned design a seat in quarterly steering rather than a slot at the end of the process.
