A dual mandate on Neevo, DefinedAI's crowdsourcing data platform serving enterprise clients like Apple, Microsoft, and Uber: as product designer, solve specific, client-driven problems inside the crowdsourcing app itself; as UX researcher, study and improve the company's end-to-end workflow — from sales handoff through to final delivery — so the whole client relationship worked better, not just the interface. I didn't lead the team; I worked as an individual contributor across both tracks.

Three distinct groups: enterprise clients' own product managers, project managers, data scientists, and engineers at companies like Apple, Microsoft, and Uber; DefinedAI's internal sales, project management, and delivery teams; and the global crowd of contributors doing the actual data-collection work.

A crowdsourcing platform lives or dies on two things at once: whether the app itself solves the client's specific data need, and whether the process around it — sales, scoping, delivery — actually holds together under pressure. I ran research on both fronts. For the app, I worked directly with each client's team to design solutions for their specific use case. For the process, I interviewed product managers, project managers, data scientists, and engineers on the client side to understand where our internal workflow was creating friction, then fed that into concrete process improvements from acquisition through to final delivery.

Own the agency-wide Jira/JSM service portfolio across NCIA — end to end. That means strategic scoping and stakeholder alignment on one side, and configuration, UAT, and production rollout on the other, with continuous service improvement running underneath all of it. All inside a classified, security-cleared environment where the audit trail has to hold up.

Client divisions across NCIA who depend on the Jira/JSM service desk daily — from facility management staff across NCIA locations to internal teams needing incident tracking and change requests handled reliably in a classified environment.

A service this critical can't rely on informal knowledge — every process needs to be documented, measurable, and repeatable. I run structured stakeholder interviews to scope requirements, then translate them into SLAs, JSM configuration, and KPI dashboards, closing the loop with documented SOPs so the service survives beyond any one person. Beyond JSM, I also support Jira Software for internal teams, crafting and adapting projects to each team's day-to-day needs.

Own product strategy and delivery for Training Management System (TMS) improvements and a new ticketing platform — managing backlog, sprint planning, and stakeholder reviews in a classified/secure environment.

NATO Academy students going through onboarding and training programmes, plus the internal staff and instructors relying on the TMS and ticketing platform to run those programmes smoothly.

A clunky onboarding flow costs learner time and staff hours before training even starts. I ran user interviews and usability tests with actual students and staff, then iterated the onboarding flow and ticketing UI through a Build–Measure–Learn loop, validating each change with real usage data rather than assumptions.

Lead product strategy and UX for a stealth-mode AI platform — combining LLMs, ML, NLP, and OCR — for medical imaging anomaly detection. Own vision, roadmap, and delivery planning from a blank page.

Clinicians and radiologists who need fast, trustworthy anomaly flags on medical imaging — where a confusing interface or a false sense of certainty can have real clinical consequences.

Building for clinical decisions means the product has to earn trust before it earns adoption. I worked directly with clinicians and data scientists from day one to map how they actually reason through a diagnosis, then designed the UI and workflows around that mental model instead of around the model's raw output.

Nestmate exists because "just talk about it" doesn't actually fix how chores and mental load get split at home. Most couples don't have a division-of-labour problem so much as a visibility problem — one person ends up holding every list, every date, every "did we run out of…" in their head, and it quietly turns into resentment. That gets worse, not better, when a partner's brain works differently — ADHD or other executive-function differences mean "just ask them" often lands as criticism instead of a fix. Generic to-do apps were never built for any of this: they don't know what a household is, let alone a partnership.

Couples and families — especially where one partner is neurodivergent — who are tired of generic to-do apps and want a system that actually understands shared household life, not just individual task lists.

Serve as Head of Design for a product agency — line-managing a team of designers and overseeing cross-functional delivery teams of developers across multiple simultaneous client programmes in tech, real estate, pharma, and SaaS.

Two audiences simultaneously: agency clients across tech, real estate, pharma, and SaaS who needed reliable design delivery, and the internal design team who needed clear direction, fair workload, and room to grow.

My scope covered the full loop: client management end-to-end from the first conversation to final delivery, team management for the design bench, and hands-on design/UX research on individual projects when a client needed it. Agency work lives or dies on consistency across many parallel projects, so I standardised how the team approached discovery, delivery, and client communication — workshops in Miro, structured sprint reviews, and regular retrospectives.

The design and delivery team was spread across the Americas, Europe, and Eastern Europe (Ukraine), all coordinating through a single shared Slack workspace. Making that work meant constantly managing overlapping time zones and deliberately structuring client meetings so a mostly US-based client base always had someone properly aligned and present, not just awake.

One client in the food & beverage sector needed an interface for their X-ray inspection machines, built for a very small on-device display and operated by workers wearing gloves on the factory floor. The usual UI toolkit didn't apply: we cut the number of buttons down, made every target significantly bigger, and accepted a few extra steps in the flow — trading efficiency for the clarity and consistency the environment actually demanded.

Worked exclusively on the bank's mobile app, which was organised into separate "hubs" — each with its own dedicated designers, PMs, and developers. I contributed to two hubs: Travel Insurance and Investments.

Retail banking customers managing insurance and investments from their phone — people who wanted travel cover that only runs when they actually need it, and clarity on investment options they'd otherwise have to ask a branch about.

Designed a simple on/off switch for travel insurance: the client flips it on before leaving Portugal, and coverage is debited daily straight from their main account for as long as it's active. When they're back home, they switch it off and the insurance — and the daily charge — stops immediately. The same screen shows the daily price and number of people covered, editable from an icon next to the field.

Insurance OFF

Insurance ON

Turn-off confirmation

Worked with the marketing team to help clients understand the bank's investment options directly inside the app, through an in-app explainer video that walked through the available products in plain language rather than financial jargon.

Led video editing and motion graphics production for the Panda children's channel; delivered cross-platform campaign assets including collaborations with Disney and international broadcast partners.

Young children and their families watching the Panda channel — an audience that needs bright, immediate visual language, plus the Disney and broadcast partners whose brand standards had to be respected in every asset.

Kids' content has almost no room for ambiguity — visuals need to read instantly. I built a consistent motion and editing style for the channel, then adapted it across each campaign while staying inside Disney's and the broadcaster's brand guidelines.

Real-time motion graphics and 3D visual elements for Brazil's biggest daily news broadcast. Seven-hour daily shifts producing visual solutions for that day's news, live alongside anchors, directors, journalists, image and text editors, and production assistants — a hardcore, high-stakes live newsroom where every graphic had to be right the first time, on air. Contributed to the newsroom's 2011 International Emmy win for News.

Moved into entertainment after being personally invited to rebrand "Encontro com Fátima Bernardes" — the host had been a news anchor alongside me on Jornal Nacional and wanted that same news-honed speed and precision for her new morning show. From there, led the design and implementation of visual effects for major live productions: The Voice Brasil, The Voice Brasil Kids, Big Brother Brasil, and other performance and singing competition shows.