The starting point
When I joined Finvi in 2022, there was no UX function. Product managers sketched screens, engineers filled in the gaps, and research happened informally, if at all. People wanted better design, but no one owned it.
What I built
I created the UX department and lead it today. The team creates high-level designs and conducts research that influences both design and product requirements and priority.
- Hiring. I started with a senior product designer and a UX researcher, then added designers aligned to product lines so each team has a dedicated partner.
- Rituals. Weekly critique, a monthly research share open to the whole company, and joint planning with Product before each quarter.
- Growing people. Every designer and researcher has a growth plan built around leading work, not just doing it: running a research study, presenting to executives, or mentoring a newer teammate.
The outcome
The team's responsibilities continue to grow because we keep proving the value of UX research and design.
- Grew from 1 to 6 designers and researchers, embedded across every product line
- UX now owns the design system, the Client Advisory Board program and usability standards for new features
- Two team members have been promoted into senior roles
How I lead
I aim to be a servant leader. My job is to clear the path, set a high bar and help each person become a UX and product leader in their own right. I expect the team to understand the user better than anyone, the product nearly as well as the PMs, and the technology nearly as well as the developers.