Fractional design leader for scale-up teams
I embed with your product teams to set design direction, build the systems and raise the bar on strategy, efficiency and craft.
Brands I've worked with
Growth comes from shipping faster than your competition
I embed with your team as a force multiplier. I set direction so everyone builds toward the same outcome, turn your design system into a speed advantage, and validate ideas before they cost engineering time. The team you already have ships faster and growth follows.
Selected work
Systembolaget
A 960% usage lift on Systembolaget's app
View case
Fundler
How design strategy took Fundler from NPS -4 to +19
View caseElectrolux
Driving executive buy-in in a 5-day Lean UX sprint
View case
Benify
230% conversion lift on BenifyDeals in three weeks
View case
Systembolaget
Redesigning e-commerce for 74.9M annual visits under regulatory constraint
View caseFour phases, measurable outcomes
01Read
I embed with your team and find where the product is leaking: conversion, velocity, quality. I trace each leak to its cause. Nothing gets reorganised in phase one.
02Direct
With your product leadership, we settle what's worth building and map every initiative to its effect on the business. Bets with expected returns, not a feature list.
03Build
I ship alongside your team and build the patterns they ship with. Every release gets measured against the outcome we set. Coaching happens in the work itself.
04Hand over
Direction, system and standards get documented and owned by your team. The bar holds whether I'm in the room or not.
The hand over closes the engagement.
It usually opens the next one.
Before you book
Fractional staff-level design leadership. I join your product team a set number of days per week and work on two levels at the same time: the strategic, where we set the direction and decide what is worth building, and the practical, where I build the design systems and processes your team ships with. You get the impact of a staff-level designer without the recruitment, the onboarding time or the full-time cost. And we own the outcome together, as one team.
Speed, first of all. Not by working harder, but by removing what slows teams down: systems that make it fast and easy to build and change things, processes that reduce friction between design, product and engineering, and a clear direction so every change moves toward the same goal. That speed leads to more relevance and more innovation, because a team that ships and learns faster stays ahead of its market. And everyone wins: customers get a better product, teams get sharper and more confident, managers get momentum, partners get results. Nineteen years across e-commerce, fintech and consumer products, and the pattern is always the same.
When you are scaling a product and design has become the bottleneck: decisions take too long, quality varies between teams, and shipping is slower than it should be. If you want staff-level direction without hiring more people, and a team that ships more with the people you already have, this is exactly what I do.
When the direction is already set and you only need someone to execute. That is a hiring problem, and a good senior designer costs less than I do. I work upstream, where what to build is still an open question. If that room does not exist, I will tell you on the first call and save us both the time.
It starts with a thirty-minute call. If we are a good fit, we agree on scope, days per week and the outcome we are aiming for. Usually that means two to three days a week inside your team. Most engagements run six months or longer, because that is when systems and results really start to pay off. I take on one or two teams at a time, so the work always has my full attention.
I take on one or two assignments at a time
Embedded in your team, and owning the outcome together with you. If you're scaling a digital product and it's moving slower than your ambition, book a call.