From a design student in Pune
to advocating design at JPMorgan Chase.
Ten years. Six companies. Dozens of products shipped. One thread running through all of it: a genuine belief that good design changes how people experience the world.
Four years learning to see the world through users' eyes. Design foundation, research methods, interaction design — and the slow realisation that design is never really about aesthetics. It's about understanding people deeply enough to make something that actually works for them. This is where that belief was formed.
First time sitting in rooms with PMs, developers, and real stakeholders. First time watching a design decision I made go live and be used by actual people. Had the opportunity to conduct ethnographic research — going into the field, observing real users in their environment, and letting those insights drive every design decision.
Three years of enterprise UX in the trenches — leading design on Infosys's Finacle digital banking platform, collaborating with global Cisco stakeholders across time zones, and growing a muscle for running UX on products that serve millions.
A pivot into a different kind of complexity — designing training simulators for enterprise field workers who needed to master multi-step industrial processes quickly and safely. The users were different, the stakes were different, and the design constraints were unlike anything before. It stretched how I thought about UX's role in real-world outcomes.
Paused to learn the language of business. Six months at one of India's top management institutes — studying product strategy, financial models, and go-to-market thinking. The goal wasn't to stop being a designer. It was to become a designer who could also think like a product leader. It worked.
Brought in to lead design on a growing e-commerce platform. A fast, intense engagement that involved working closely with stakeholders across marketing, product, and engineering — making strong design decisions together with limited time and resources.
The most varied chapter yet. Client engagements across Haldirams, Mahindra Finance, Microsoft, and Pepsi — each a completely different domain, different users, different constraints. Mentored junior designers, anchored presales pitches, and delivered dashboards and data visualisations that made complex information feel simple. The work here proved that good UX thinking transfers across any industry.
The current chapter. Leading UX across complex enterprise financial products — running journey mapping, service blueprinting, and user research at a scale I've never worked at before. Collaborating with cross-functional teams, navigating enterprise constraints, and designing experiences that serve users while moving a business of this size. Every day is a new design problem. That's exactly how I like it.
Figma
Sketch
ChatGPT
