HUB is redefining how asset and fund managers handle data operations by enabling custom tools tailored to their workflows.
For the MVP, it targeted hedge funds still using manual, time-consuming processes prone to errors.
In its early 0→1 phase, HUB focused on acquiring initial clients and finding product–market fit. The design team created Figma based client demos that showcased the platform’s capabilities and later evolved into scalable, modular product features.
Design Leadership Challenges Faced at HUB
👉🏽 Absence of a Design Process in the Product Development Lifecycle Design was not embedded as a core function in product development and was primarily seen as a surface-level activity focused on UI rather than strategic problem-solving.
👉🏽 Limited Exposure to Design within the Product Management Team The Product Management team, primarily composed of subject matter experts, had minimal prior experience collaborating with designers, leading to a lack of understanding of design's role in driving user-centric outcomes.
👉🏽 Communication Gaps Between Engineering and Product Teams Misalignment between product vision and technical execution was common, arising from fragmented communication and a lack of shared understanding across teams.
Strategic Objectives for the Design Team
🎯 Establish a Dedicated Design Function Set up a design team and integrate design processes into the existing product development lifecycle without impacting delivery timelines.
🎯 eImplement a Rapid Prototyping Workflow Enable product managers and product owners to quickly create high-fidelity prototypes to effectively demonstrate platform capabilities to prospective clients.
🎯 Drive Consistency Across Product Experiences Standardize design patterns across various features and solutions to streamline development and reduce redundancy.
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HUB Design System: Scaling with Consistency
At HUB, I elevated design into a strategic pillar by:
Building a multidisciplinary team and embedding a user-centered, collaborative culture.
Launching the first design system, reducing dev effort, speeding demos, and aligning PMs and engineers.
Driving stakeholder discovery, role clarity, and feedback rituals to boost cross-functional collaboration.
Impact: Faster delivery, greater consistency, and an autonomous design team that strengthened HUB’s growth, engagement, and brand.
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Scaling the Design Function
At HUB, I transformed design from a support role into a strategic pillar by building and scaling a high-performing, multidisciplinary team. I launched HUB’s first design system, reducing developer effort, accelerating demos, and creating a single source of truth for PMs and engineers. Through stakeholder discovery, clear role definitions, and lightweight rituals like feedback loops and workshops, I fostered cross-functional collaboration and embedded a user-centered culture. These initiatives led to faster delivery, improved consistency, earlier design involvement in planning, and a more autonomous team—directly advancing HUB’s growth, customer engagement, and brand identity.
Conclusion: Embedding Design as a Catalyst for Growth
Evolving Design into a Strategic Function
Started as a basic setup, evolved into a core part of HUB’s product strategy.
Shifted design from a support role to a foundational influence on product development.
Building Systems that Enable Scale
Created a robust design system to speed up prototyping and client demos.
Reduced time-to-value and helped accelerate sales cycles.
Enabled PMs and designers to work independently with consistent and scalable assets.
Growing a Self-Sufficient, Cross-Functional Team
Built a multidisciplinary design team capable of working autonomously.
Fostered seamless collaboration with Product Owners.
Focused on mentorship, structure, and shared ownership within the team.
Design as a Growth Multiplier
Design became a strategic partner, bringing clarity, speed, and coherence to scale.
Accelerated product development, increased customer trust, and shaped the future of data operations for asset managers.
