- 10M+
- downloads on a platform I led from zero
Design that carries the business.
Twelve years designing digital products — the last eight in BFSI, across broking, wealth and lending — and building the teams that own them.
Products and teams I've built with
- TinyOwl
- Nielsen
- IIFL Securities
- IIFL Finance
- 360 ONE Wealth
- HDFC Securities
- HDFC SKY
01About
I lead design — build products and the teams behind them.
I started out in consumer — food delivery, e-commerce, early mobile apps — and moved into BFSI about eight years ago. Broking, wealth and lending since then, on both sides of the counter: apps people use alone, and tools staff use all day.
Most of my time now goes on three things. Getting a team to agree what they're actually solving. Making the hard call explicit instead of letting it drift. And making sure design is judged on the same numbers as the rest of the business.
I run a design organisation across product UX, UI and user research, and I hire people who can argue their case without me in the room.
- Broking
- Wealth
- Lending
- Mutual funds
- Insurance
- Consumer apps
- E-commerce
- Internal tools
Track record
- 3.7→4.6★
- rating, on a platform rebuilt end to end
- 3
- design verticals — UX, UI and research
02Work
Three problems, and what I did.
Different kinds of product on purpose — one people use alone, one that had to convert, and one a team uses all day.
01
Consumer app
Two users who wanted opposite things
The problem
A first-time investor and a full-time trader, on one product. Make it simple and the trader leaves. Show everything and the beginner never places a first order.
What I did
I kept one structure and made depth optional. The default path is the beginner's — short, few decisions, nothing clever. The trader's tools are one gesture away and stay where they were left. No second app, no second backlog.
One product. No second codebase.
02
Conversion flow
An application nobody finished
The problem
Applying for a public issue took too many steps across too many screens, and most people dropped out before the end.
What I did
I cut it to one screen. Pre-filled everything the business already knew, removed every field that could be derived, and left one decision on the page — the amount. Then tested it with people who had never applied before.
It went on to carry most of the firm's applications.
03
Operations tool
A branch counter, on a screen
The problem
Gold loan branches ran on paper and habit. Staff were fast because they knew the workarounds, so any new software made them slower.
What I did
I sat in branches and watched the actual sequence before drawing anything. The tool follows what staff already do, in their order — not the org chart's. Speed was the requirement, not a nice-to-have.
Faster at the counter than the paper it replaced.
03Writing
Some of what I write.
All writing-
Remove before you design
Most products aren't confusing because of how they look. They're confusing because they ask for too much. Taking things out is the first design job, not the last.
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Two users who want opposite things
A beginner and an expert, one product. The instinct is to build two. That instinct is usually an operating decision disguised as a design one.
04How I lead
Good leadership is a team that doesn't need me in the room.
I run design as three distinct crafts — product UX, UI and user research — each with its own standards and its own lead. I hire for craft first and teach the business context after; I promote against a levelling framework I wrote myself, so growth isn't a mystery.
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A design system isn't a craft investment. It's a headcount decision.
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Research isn't a report. It's how arguments get shorter.
05Contact
Let's talk.
I take on a small number of advisory conversations, workshops and mentoring relationships each year. If you're building a design function, or working out what design should be accountable for, I'd like to hear about it.
Based in Mumbai, India · Open to advisory, teaching and mentoring