As Vice president, I am making sure design decisions and influence is represented at an executive level and using the context to manage the team and drive innovation.

I led the global brand refresh for the company which was a big success. Achieving the goal of rebranding into more than just a payments company. Allowing potential customers and investors to see it as a technology company solving payments, business and commerce problems. This positively impacted our bottom line.

Concurrently, I led the redesign and development of the company's flagship product, Flutterwave for business. You can find the launch event here. Flutterwave 3.0. This was really important for 2 reasons; The product needed to wear the new brand identity, I also realized it was a great opportunity to fix legacy issues and proactively redesign the product to be able to handle the new set of features we have on our roadmap.

One of the most important things I did in this role was restructuring the product team into smaller units, as it was counterintuitive and difficult to have one large product team. Some of the first things I did to solve this was breaking the F4B (Flutterwave for Business) product into smaller producing units. This was inspired by Amazon's 2 pizza team structure, an ideology that supports making teams as lean as possible such that a particular team is never larger than can be fed by two boxes of pizzas.

Beyond designing the teams for efficiency and productivity, it was practical to define the product areas across our larger product ecosystem which we would focus the teams around. For Flutterwave for Business, we had to critically reassess the different offerings and capabilities within the suite (Payments, Card Issuing, Commerce, Capital, Compliance, Settlement, Onboarding, etc) and define product functional areas along those lines. This made it easier to set up the product teams to have more focus and a clear path to success.

This structure helped to improve team cohesion and empowered us to optimally support our customers and other cross-functional teams.

I led the Design team for Flutterwave, including Product Design, Design Research, Brand and Marketing Design. I worked closely with the top stakeholders in the company, giving design a permanent seat at the table on a company-wide decision making scale. I created a career growth flow for all design disciplines giving every team member something to own.

I grew the team in number, and oversaw dramatic improvement in quality and efficiency of the team.

I am constantly working on putting processes in place to enable the designers do the best work possible under any circumstance.

I led the design team for Flutterwave's Rave. My work spanned creating payment experiences that work across multiple currencies, and countries. I also worked on dashboard experiences to help our merchants manage their businesses effectively. I helped design an approach to internalization of these products.

I led the Rave dashboard redesign that helped grow our merchants from hundreds to over 20,000 merchants.

Rave is a payment platform that helps businesses accept payments from anyone, anywhere in the world while providing a smooth payment experience for customers with multiple payment methods like Card, Cash, Mobile Money and Bank Account.

Joined the team to build out a community of developers and designers in Africa.

We designed the first version of the website and application for the companies pivot into Talent management.

At Delivery Science, I joined the team to help build software that transform the way Africa collects and processes data from the field.