Before we meet
Behind the resume.
A quick overview of how I work, think, and collaborate
About me
I had experience in B2B, Saas and e-commerce companies. What I kept learning and improving in all of them is to create user-centered designs and not only “designs that look nice”, but things that have a real impact in the product, the business and the user experience. Most recently, I've been working as a Product designer in Growth at awork, a B2B SaaS company in Germany, where I owned the onboarding and activation experience. Working on end-to-end projects. I ran experiments, conducted over 100 customer interviews, and shipped improvements like increasing the onboarding completion rate, the weekly active users using our AI feature. Before that, I worked at Mercado Libre, one of the largest e-commerce marketplaces in Latin America, designing experiences across five markets. That taught me a lot about working at scale — keeping the user at the center while balancing business goals and technical limitations across very different audiences. In all of my roles I have been working with cross-functional teams, CPO, Project managers, Sales, Customer Success, Engineers, Marketing.
My Core Strength
One of my strengths is being able to connect user problems with business impact. I’m comfortable sitting with frustrated users to deeply understand their pain points, and then translating those insights into clear product opportunities for stakeholders — explaining how solving that problem can move a metric or improve adoption.
Something I’ve Learned to Improve
Earlier in my career, when I strongly believed in an idea, I could spend too much time defending that direction in discussions. Over time I learned that the fastest way forward is not debating longer, but testing sooner. Today I involve others earlier, prototype quickly, and validate ideas with users or experiments instead of relying on opinions. This has made my work both faster and more collaborative.
Working Through Disagreements
When disagreements happen, I try to move the conversation from opinions to evidence. For example, at awork I proposed an A/B test for a new AI feature, but the CPO felt it wasn’t necessary. Instead of debating, I created two high-fidelity prototypes and ran a quick usability test with 20 users. The results clearly showed which version was easier to discover and use. Once we reviewed the recordings and data together, we aligned quickly and shipped the winning version, which helped increase AI feature adoption. My takeaway: when in doubt, let users decide.
A Lesson From a Failed Experiment
At awork we tried to increase upgrades for a new “Docs” feature by adding a “Request this from your Admin” button for users. It didn’t work at all. The problem was that the experience created a broken feedback loop: users took an action that had no immediate value, and admins received notifications that felt like noise. In hindsight, the better approach would have been a collaborative trial experience — allowing users to create one shared document so admins could directly see the value before upgrading. It reinforced an important lesson: showing value through experience is always stronger than asking for it.
How I Prioritize Work
When prioritizing design work, I focus on aligning three things: User needs (from interviews, feedback, and research) Business goals (metrics and strategic priorities) Feasibility (engineering effort and technical constraints) To structure decisions I often use frameworks like ICE (Impact, Confidence, Ease) or MoSCoW to help teams focus on what will create the most impact.
A Challenge I Helped Solve
t awork we worked in quarterly “rock” cycles where teams had three months to deliver outcomes. The challenge was that we were starting research, design, and development at the same time, leaving very little room to learn before implementation. I proposed that design and research receive the upcoming project a few weeks earlier so we could run interviews and gather insights before the cycle officially started. That small change gave the team a head start: by the time development began we already had validated insights and design directions, and we gained extra time to observe real results before the next cycle.
What I Look For in the Next Role
In the short term, my goal is to reach full autonomy within the product ecosystem as quickly as possible — building strong relationships with product and engineering and identifying meaningful improvements for users. Long term, my ambition isn’t tied to a specific title. I want to increase my impact on the product, helping teams think more clearly about problems and raising the overall quality of the solutions we build. I’m also at a point where I value stability and long-term contribution, and I’m excited about the idea of growing with a company and seeing the lasting impact of the work we create.
Testimonials
What my coworkers say.
Real stories from people we've had the pleasure of working with.
