I am a product designer. I find the real problem behind a brief, then lead the design that solves it.

I write the constraints down before anyone falls in love with a layout

In a payments product the fixed rules decide the interface, so compliance, technical limits, security expectations and time went on paper first. The same instinct produced a spec for how money is formatted rather than a per-screen decision.

Evidence: Pay.io

I name what we are not building, out loud

The hardest column in any prioritisation matrix is “not now”, because everything in it has an advocate in the room. Social sharing was cut from a cessation app because people wanted privacy, not broadcast — building the share button would have signalled we had misread them.

Evidence: Quit App

I would rather be corrected than right

Engineering overruled my live-balance design at Pay.io and they were right; the interface got more honest than my version would have been. At HumanManager I shipped a sequential rollout that made the problem worse, then stopped it and said so.

Evidence: Pay.io · HumanManager

I do my best work alongside other designers

At Yolo Group I report to the Director of Product and lead design on Hub AI and Pay.io. I contribute to the Yolo design system and built Pay.io’s on top of it, give feedback and direction to the designers I work with, and know their products well enough to support developers with feedback and design updates when a colleague is away. My Hub AI research also redirected the content roadmap, a plan that sits outside design. At SystemSpecs I was one of three designers, with regular design reviews, and I mentored a design intern who went on to become an associate product designer there. At Kenvue I spent eighteen months inside a global UX design team. Outside my day job I mentor designers through ADPList, Designlab and HNG, and I founded the ACM SIGCHI Lagos chapter, which grew past 100 members.

Evidence: Hub AI · HumanManager · Quit App