Hi, I'm Ros, a senior product designer. I work at the intersection of UX craft, technical complexity, and brand.
Most of my best work has been on products that are genuinely hard to use well. Not because they were badly designed, but because the underlying domain is complex, the user base is broad, and the margin for confusion is narrow. Getting that kind of product right requires more than visual skill. It requires understanding the system well enough to make decisions the engineers and product managers trust, and communicating clearly enough that users who aren't technical can find their footing.
That's the work I'm drawn to, and the work I'm best at.
Joining HubSpot
I joined HubSpot as a product designer on the team building tooling for the internal customer support organisation. At the time it wasn't a product. It was a collection of third-party apps stitched together with scripts. It mostly functioned because the people using it were excellent. But the business was scaling and the cracks were getting harder to ignore.
I spent months embedded with the Dublin support team — shadowing agents during live shifts, running contextual inquiries, interviewing teams across North America and APAC. The goal wasn't to gather requirements. It was to understand how support actually worked before touching anything. What I found was a system that forced intelligent people to work around it constantly: fragmented tooling, no prioritisation signal, managers with no real-time visibility, customers who couldn't locate their own support history.
I replaced six disconnected tools with a single coherent system built around how the work actually ran. The impact was visible quickly — ticket close rates up 57% within six months, handling time down 39%. But the more consequential output was what came next. The system worked well enough that other teams started asking for something similar. Customers started asking if they could use it for their own users. That became Service Hub. More than 250,000 organisations use it today.
Moving into leadership
As the product grew, so did the team. I moved into a leadership role, building and managing a design team of eleven while staying actively involved in the work. What that period reinforced was something I'd already suspected: the designers who have the most impact are the ones who can hold both levels simultaneously. The strategic view and the detailed one. The frame for the problem and the judgment call on the specific interaction. Losing either makes the work weaker.
I also learned how much of good design leadership is simply creating conditions for other people to do their best work. Clear briefs. Fast feedback. Confidence that the quality bar is understood and consistent. It's less visible than the design itself and just as important.
Co-founding Yuki
After HubSpot, I co-founded Yuki — a design and development studio built specifically for Web3. The founding thesis was simple: the space was growing quickly, the standard of design within it was poor, and a small team with genuine technical literacy and real craft could do meaningful work.
Over four years we grew to a team of ten and built a reputation as one of the most trusted studios in the Ethereum ecosystem. Our clients included Starknet, DappNode, and Spectra. In practice, every engagement required the full range: UX strategy, visual direction, brand, motion, and development, moving together rather than in sequence.
What made us useful — and what shows up in client feedback consistently — was that we understood the domain. Working in Web3 means designing for concepts that have no direct analogues elsewhere: decentralised governance, on-chain computation, token mechanics, trust without central authority. Designers who treat these as abstract requirements make mistakes that are hard to articulate but easy to feel in the product. We didn't.
I was in the work on every project: setting creative direction, making UX decisions, maintaining quality across multiple engagements running in parallel.
What I bring
Good design judgment, developed across consumer products, enterprise tools, and technically demanding domains. The ability to move between strategic framing and detailed execution without losing track of either. A particular fluency in brand and visual systems alongside UX, which means I can make decisions across the full product surface rather than defaulting to another team for anything that isn't wireframes.
I work well in small teams where everyone is close to the problem, and in larger organisations where the designer's job is partly about alignment and communication as much as output.