years across visual design, digital products and organizational leadership.
Design & AI Strategy Leader · Porto Alegre, Brazil
Design leadership for what comes next.
I build the systems, teams and judgment that turn Design into organizational capability—now being reshaped by AI.
Selected workContext01
Leadership measured in people, not only years.
professionals hired across businesses and product organizations—most of them designers.
people directly led through teams, transformations and different stages of maturity.
large ConstrUX workshops mobilizing teams, customers and product decisions across Brazil.
Selected work02
Systems that make quality repeatable.
Featured case · Softplan2022—2025
ConstrUX
A workshop program turned into an internal brand: months of preparation, multidisciplinary teams, customer participation and full afternoons of ideation focused on evolving products through the eyes of the people who used them.
12major workshops designed, produced and conducted across Brazil.
I structured the initiative behind the scenes: specific teams, facilitation plans, talks, customer invitations and production.
The brand gained recognition inside the company and among customers—people began volunteering to take part.
02 · Design leadership
Scaling design quality across Sienge
Leadership, operating models and shared standards across a complex B2B product ecosystem.
S/02
03 · Organizational design
From design execution to capability
Evolving teams, decision systems and Design's relationship with Product and Engineering.
O/03
Point of view03
Design after process.
AI is not merely accelerating the old design process. It is changing what a designer is, where leverage lives and how organizations create quality.
Design is organizational
Quality is shaped by incentives, decision rights and operating systems before it reaches the interface.
AI changes the unit of work
The opportunity is not faster production alone, but new ways to think, coordinate and build.
Leadership creates leverage
Judgment, standards and autonomy should compound through teams—not stop at the leader.
Trajectory04
From the early web to the age of agents.
I began building digital experiences when the web was still learning to become a medium. Two decades later, I design the systems through which entire teams build products — now with AI at the center of the transformation.
2004 — now · seven movements
My trajectory is not a linear sequence of titles. It is a continuous expansion of Design's object: from interface to product, from product to organization and now from organization to AI-mediated systems of work.
Swipe to explore the trajectory →
01
Learning to build the web.
I started as a freelance and independent web designer. Designing for digital meant bringing visual craft, interface and implementation close together — a practical education that erased the distance between idea and delivery early on.
Visual craft and the ability to build became the first two layers of my professional identity.
02
From isolated sites to digital ecosystems.
At Divex, Elastacloud Brazil and later as Design Lead at S7 Study, I moved into experiences with greater scale and international reach. At S7, I helped create and evolve more than ten destination portals.
Design, WordPress, PHP and JavaScript were part of the same repertoire — before “no-code” even existed as a promise.
03
Taking on the business, not just Design.
As co-founder and Head of Design at Segundo Andar, I shared responsibility for an operation of up to 17 people and directly led 12. Design now lived alongside finance, hiring, team structure and the responsibilities of running a business.
The work included a legal ERP and web, mobile and app ecosystems for clients across different markets.
04
Design as service, operation and education.
At Happy Code, I served as Managing Director and Design Strategy Lead. I led a team of up to seven and a unit that reached 120 simultaneous students, connecting brand, digital experience and Service Design.
This was when designing the operation became as important as designing the experience.
05
Product from end to end.
At KeyCash, I led a three-person design team through the complete redesign of a real-estate-credit acquisition journey. A complex, regulated and dependency-heavy problem — treated as one continuous experience, not a collection of screens.
Product maturity consolidated the link between experience, technology and business outcomes.
06
Design at organizational scale.
As Sienge's principal Product Design leader, I grew the team from five to 15 designers working across 18 squads. I structured DesignOps, Design System and UX Research while evolving our operating model and relationship with Product and Engineering.
I also founded the AI Committee, which grew from five to 12 members, and led experiments such as an agent for documentation.
07
The next unit of work.
Today I explore agents, automations, generative workflows and rapid software prototyping. The goal is not merely to accelerate the existing process, but to understand what Design becomes when thinking, coordinating and building begin to happen differently.
It is the natural continuation of a career that watched digital evolve from media, to product, to organizational infrastructure.
The person before the title
I am moved by the same thing that brought me to the web in the beginning: the urge to understand what is changing—and to build inside that change.
Outside organizational charts, I write, photograph, explore emerging tools and turn curiosity into experiments. It is less a parallel life than the source of the energy I bring to teams, products and conversations.
Workshops & advisory05
Knowledge becomes valuable when it moves through people.
Facilitating rooms, developing professionals and helping leaders frame difficult decisions have been part of my work for years—not a new service added to a portfolio.
Facilitation with consequence
Structured sessions that connect customers, teams and leadership to turn ambiguity into shared direction.
Judgment beyond technique
Dozens of professionals supported in craft, career decisions, autonomy and the transition into leadership.
Design as an operating capability
Diagnosis and practical evolution of teams, standards, DesignOps, research, AI adoption and decision systems.
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