Approach

How I work when the problem is larger than a ticket.

Staff work is mostly judgment: framing the right problem, choosing leverage over volume, and leaving systems that make the next ten decisions cheaper. Craft still matters — but craft without infrastructure does not scale.

Design systems as a force multiplier

I treat tokens as product architecture, not a Figma convenience. Primitives, semantic roles, and layout decisions have to survive multi-brand themes, three platforms, and two writing directions. Governance for me is practical: review components for variable mapping, partner with engineering through pre-production QA, and keep documentation as the single source of truth so teams stop reinventing patterns under deadline pressure.

Tokens are product decisions, layered so they survive change.

Product ownership where conversion is the brief

On booking and retail surfaces, I stay close to listing, checkout, policy clarity, and upsell — the moments where trust and revenue meet. I reduce complexity for users without sanding off business outcomes. When metrics are projected, I say so. When they are shipped, I lead with them.

RTL and multi-script as first-class constraints

Arabic is not a mirror flip. Day and month names do not abbreviate the same way. Travel UIs are dense with data. Every component I design for MENA is LTR/RTL, auto-layout, responsive, and tested against real content length — especially Finnish and Nordic retail languages, where long words break naive component plans just as thoroughly.

Same component, same token set — three languages, two directions, no hard-coded widths.

AI in the workflow, Figma for the finish

At SFR3 I was dropped into V0 and told to figure it out. That discomfort permanently changed my practice. I now start ambiguous problems in Cursor: hypotheses, flows, interaction spikes. Then I polish the look, components, and system integrity in Figma. Speed without judgment is noise; judgment with better tools is Staff leverage.

The tools change. The sequence does not.

People

Mentoring junior and mid designers is not a side quest. At almatar it was part of why I moved from Principal Product Designer to Lead Design System Architect. Systems only multiply if people can contribute to them without eroding quality.