Hi, I’m Egor, a product design leader at Director level who stays close to the product. I lead design teams and set direction, but I don’t separate myself from execution when it matters.
My expertise combines DesignOps, decision-making, hands-on product design, and team leadership across B2C and B2B products — especially in fast-moving, high-uncertainty environments.
Led design for core product features in a B2B SaaS, contributing to 2x ARR growth and an $18M Series A
Saved $350k per year in development costs by building and rolling out a design system
At a glance
Hired and mentored 30+ designers across multiple teams and companies
30+
Designed and launched 3 products from scratch as co-founder and product designer
3
Led a major redesign and stabilised UX in a large-scale B2C product with 35M+ MAU
35M
Design decisions slow down when there’s too much uncertainty
We’re a good match if
Designers don’t have a clear path to grow and take on more ownership
You want a clear design strategy aligned with business goals
Quality and consistency start to slip as products and teams scale
You want a clearer understanding of how design impacts product results
You need a design leader who can work hands-on while setting clear direction
What you might be wondering
Yes. I stay close to execution when it matters, especially around core product flows, UX consistency, and critical design decisions.
I don’t design everything myself, but I step in when product quality, clarity, or direction is at risk.
Hands-on work is not a separate role for me. It is part of responsible design leadership.
I don’t design everything myself, but I step in when product quality, clarity, or direction is at risk.
Hands-on work is not a separate role for me. It is part of responsible design leadership.
I work in a meritocratic, ownership-driven way.
Design decisions are discussed openly, evaluated on their impact, and owned by the people closest to the problem. I encourage strong opinions, thoughtful critique, and accountability, regardless of seniority.
My role is to set direction, raise the quality bar, and help the team make better decisions over time, not to centralise all decisions around myself.
Design decisions are discussed openly, evaluated on their impact, and owned by the people closest to the problem. I encourage strong opinions, thoughtful critique, and accountability, regardless of seniority.
My role is to set direction, raise the quality bar, and help the team make better decisions over time, not to centralise all decisions around myself.
No. I’m careful with process.
I introduce design processes only when they solve a real problem, for example improving decision-making, reducing friction between teams, or maintaining consistency at scale. If a process doesn’t help the team move faster or think clearer, it doesn’t belong.
I introduce design processes only when they solve a real problem, for example improving decision-making, reducing friction between teams, or maintaining consistency at scale. If a process doesn’t help the team move faster or think clearer, it doesn’t belong.
I’m most effective in growing products where complexity is increasing, whether that’s a scaling startup or an established product facing new challenges.
This usually means teams that already have designers, real users, and real constraints, but need clearer ownership, stronger product thinking, or more consistency as they grow.
This usually means teams that already have designers, real users, and real constraints, but need clearer ownership, stronger product thinking, or more consistency as they grow.
Titles matter less to me than scope and expectations.
I usually operate at a Director or Head of Design level, owning design direction, team growth, and key product decisions, while staying close to execution when needed. The exact title is less important than clarity around responsibility and impact.
I usually operate at a Director or Head of Design level, owning design direction, team growth, and key product decisions, while staying close to execution when needed. The exact title is less important than clarity around responsibility and impact.
No.
I’m very intentional about how I balance my own product work with leadership roles.
My side project strengthens my product thinking and keeps me close to real-world constraints, but it never competes with my responsibilities or availability in a full-time role.
If I take on a role, it has my full focus.
I’m very intentional about how I balance my own product work with leadership roles.
My side project strengthens my product thinking and keeps me close to real-world constraints, but it never competes with my responsibilities or availability in a full-time role.
If I take on a role, it has my full focus.