About

I design for what the team can sustain.

On Retto I proposed two token layers instead of three, and we built on the language the legacy products already lived in, which happened to be the one the developers knew. The technically better framework would have required a full migration before anyone could use the first button.

Accessibility matters to me on principle and I defend it on business terms.

The more people can use the product, the more people you can sell it to. That is the argument that survives a prioritization meeting. On Retto, WCAG contrast and keyboard navigation went into every component from day one, on the design team's own initiative: inside the component, any team inherits them without knowing about accessibility; on a checklist afterwards, they depend on someone remembering, and sooner or later nobody does.

I put my proposals to the test.

On Bruma I took my interaction proposal into an A/B test against my teammate's. Hers won, and we shipped hers.

I dismantle what I built when it stops working.

Retto consolidated seven fragmented design systems into one. I had worked on five of those seven, and defending them would have cost more than they were worth.

I treat the design system as a product.

With internal users, governance and adoption metrics. When that governance stays written and never gets operated, the standards stop existing and every team goes back to deciding on its own.

• · End-to-end design for six B2B products, from discovery with stakeholders and users through to developer handoff.
• · I led design on Retto, the company design system: seven fragmented systems consolidated into one, 41 components, whitelabel through tokens. I coordinated 2 designers and 3 developers.
• · With Retto, a CMS that used to take two months started shipping in two weeks.
• · I designed the full experience of Conaliados, a payroll-deduction lending product, from desk research and interviews through to high-fidelity prototypes, leading 1 designer. The redesigned flow took document validation from days down to minutes.
• · I standardized communication between design and development with a structured handoff process in Figma.
• · I work with PMs and engineering to define success metrics for each flow before we build it.

• · Intensive UX/UI training and self-directed projects applying different methodologies until I could use them without a guide.

• · A UI audit of the platform: I identified interface inconsistencies and usability problems in the clinical flows, in the first structured design review the team had ever received.
• · I designed and presented a redesign proposal to stakeholders with wireframes and mockups applying accessibility and visual hierarchy principles.