Product Design Lead. I design systems, processes and teams — and the surface people end up touching. Seven years doing it where it's hardest: banking software.
Buenos Aires · 6 banks across Latin America · 3 countries in production:root {
--void: #0C0C0B; /* not pure black: pure black vibrates and tires the eye */
--bone: #F0ECE3; /* bone, not white: lowers the contrast without losing clarity */
--red: #FF4A1C; /* measurements. Only exists here */
--acid: #C8FF3D; /* judgment. Only exists here */
}
/* The live site has no color. There was an electric blue and I removed it:
it's the default accent of almost everything that generates itself.
Now color means one single thing: you're looking at the draft.
Above, "root" is not highlighted with color. It's highlighted with width. */
How I turned a request to "modernize the aesthetics" into a layer of rules decoupled from the technology, the one engineering now consumes to rebuild the platform. Six weeks, without stopping a rebuild already in progress.
Five generative AI tools to explore six visual directions in parallel. The CEO decided with full traceability instead of approving blind. It ended up as a keynote at Fintech Americas.
The real challenge wasn't the interface: it was understanding the true size of the problem and deciding what not to build yet. From a stalled v1 to a v2 in pilot in four months.
I joined N5 Now to do web design, at a company where the UX practice didn't exist. I built it, led a team of up to 3 designers and defined the methodology and the standard the team works with today.
I built MOB without anyone asking for it. Today that judgment sits in the repository, next to the code, read by the team and by the agents they rebuild the platform with.
I translate the CEO's vision into designed product and into a narrative that can be sold. Singular started as a conversation with no brief and ended up as a keynote, with a decision made on evidence, not on taste.
Narrowing the scope with judgment and picking a pragmatic bridge instead of blocking development on the hardest problem. Prioritizing is the part of the role that shows least and weighs most.
I adapted the system to the identity of six banks without breaking it or turning it generic: each one feels like its own and all of them share the same structure underneath. Something looking good is not decoration. It's the difference between something getting used and not.
I would rather have six directions and one good one than a single tidy one. I use generative tools to get to volume faster, not to skip the decision: the decision is still mine and it still has an argument behind it.
The rest lives inside private platforms. Write to me and I'll tell you about it.
geefedesign@gmail.com