Understand before solving.

Design starts well before the first wireframe and ends well after delivery.

I start from the business problem and the moment the user decides.

I come from economics, and it shows in how I work: each screen is a hypothesis with a cost, and I want to know what that cost is before it reaches development.

My method follows one chain: viability, product architecture, and scale. The order matters because each link depends on the one before it. A flawless architecture is useless if nobody needed the product. And a system that scales badly turns every good decision into debt for the team that comes next.

I use the same chain whether the role is design, product, or AI. The deliverable changes; the order of the questions does not. I have applied it for more than ten years in banking, travel, and enterprise, with very different teams and contexts.


Step 1: First, should it exist?

Before opening Figma I check that the problem deserves a solution and that the business can sustain it. Sometimes the best deliverable is not building.

I have recommended no-go when an early test showed the market was not ready. I have presented pivots when research showed demand could not sustain the model. And I have validated the business plan before designing, because sometimes the bottleneck is funding, not the interface.


Step 2: Discover with the access you have

Users are not always within reach. I pick the method that gives the most signal with the access available, and when I can go to the field, I go.

I have run in-person field research as the only designer on a vertical, and interviewed manufacturers, distributors, installers and end customers to find where the funnel broke. With no access to users, I built an indirect research framework from benchmarking and usage data. The method follows the signal, not the ritual.


Step 3: Decide and make the trade-off visible

I structure the product around the decision moment and explain what we do, what we skip, and why, in business terms.

I have designed blueprints to unify flows scattered across email, chat, and loose tools. Five years of presales taught me that scope, team, and timeline get negotiated before work starts: that is where a project’s conditions are set. And I learned that chasing perfection can triple time to launch: since then I push for an MVP with clear expectations.


Step 4: Systems and quality that outlive the project

A design only counts if others can build on it. I work in systems and treat accessibility as a constraint from the first wireframe.

I have worked inside mature design systems with teams across countries: when to respect coherence and when to propose an exception without breaking it. I have seen real adoption when the system solves an everyday problem, and I have operated in large design orgs where quality only scales if the criterion is written down, not held in my head.


Step 5: Structure is the decision

On a large project, the design is the architecture: the system the team shares, the audiences that have to coexist, and what can change without stopping live operations.

I have built design systems from scratch with accessibility from the first wireframe. I have defined one architecture for local and international audiences that do not overlap, from field research. And I have redesigned core platforms in production without interrupting live portfolios: structure has to carry change without stopping the business.

What does your product need now?

A hard decision, a team, or a product that has to move. Let’s start there.

Contact: chema.a.job@gmail.com