Role overview
A Head of Product Design role leading a team of six product designers and one researcher embedded across multiple product pods. The position owns design vision, craft standards, and user impact across consumer-facing mobile money products, with a mandate to push design upstream into strategy and problem definition.
Responsibilities
- Set the vision, standards, and strategy for product design across all user-facing surfaces
- Manage, mentor, and grow the design team, including hiring and career development
- Partner with Product, Engineering, and other cross-functional leaders to shape roadmaps and operating rhythms
- Build out the research practice, turning early-stage research into a durable team capability
- Steward and scale the design system across a multi-product surface
- Champion the user through evidence-based advocacy across credit, growth, engineering, and other functions
- Identify and operationalize AI and automation that genuinely improve design and delivery work
Requirements
- 8+ years designing and shipping consumer-facing mobile products, ideally in fintech or similarly complex domains
- 5+ years managing designers, with a track record of developing people and raising the craft bar
- Experience operating at the leadership table shaping product and business strategy
- Portfolio demonstrating craft quality, decision rationale, and measurable outcomes
- Fluency in Figma, with informed views on where AI fits into a design workflow
- Ability to make clear design arguments to executive audiences without relying on jargon
Nice to have
- Experience building or maturing a research function
Benefits and work setup
- Virtual-first organization collaborating across many countries and time zones, with a home-office reimbursement to start
- Competitive compensation with generous equity
- Flexible health plans at multiple premium levels and substantial global-standard subsidies
- Direct exposure to leadership and a twice-yearly paid global onsite gathering
- Growth opportunities tied to impact rather than rigid promotion timelines