Lead Product Designer. Solo redesign of the entire platform based on user research with 50+ installers, customers and end clients.
Designer, then discipline lead in Oslo. The full design process, insight to design QA, for Heidenreich, Regnskap Norge, Saferoad, Synoptik and HK-dir. From Nov 2023: discipline lead for 43 designers, plus the grad and summer-student program.
Bachelor in informatics: design, use and interaction, alongside programming and system architecture.
My title is Lead Product Designer. Builder is what the job actually became, now that coding agents are the default workflow.
From the brightest product managers at Knowit I learned to own the plan instead of waiting for one. Analysis, roadmaps, planning my work long term. I learn and understand all stakeholders and manage the project. A builder who waits for a project manager is just a designer who waits.
From designers, I learned to copy from best in class sources: the pattern usually exists, already tested on millions of users. My job is picking the right one and making it fit.
From engineers, I learned that code is the definitive source of truth, while Figma is bound to drift out of date. Working directly in code enables me to test on users at extreme speed.
Delivering the finished front-end (such as this page) frees the back-of-the-front-end engineers to do what they are best at: complex routing, APIs, optimisation, data integrity and beautiful logic connecting everything at scale.
Product
manager
UX
designer
Engineer
The core of building is problem solving. Problems have one thing in common, they are never exactly the same. Some interesting problems I have solved in my career:
- Internal/external alignment on what to build
- Growth of existing product
- Optimising for some specific KR
- Rethinking complex information architecture
- Or just a visual overhaul to make people feel like they are creating value 🙃 (not that that's wrong!)
Understanding what goals should be met, and taking ownership of the numbers behind them, is how building should be done when we really care about outcome. That accountability creates ownership and speed throughout the team, and is the foundation of the work. Crystal clear metrics, based on the problem context and the goals.
TLDR: OKRs are awesome, but OKR fatigue is also not so awesome.