Design leadership
for teams that ship

Hi, I'm Rick. I manage a team of six product designers across four countries at Genesys. I care about two things: helping each designer grow, and making sure design moves the business. Lately that includes building AI into how my team works, which made our design handoff 30% faster.

Budapest, open to relocation and remote.

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14years in design
6designers, 4 countries
+35%beta participation
30%faster design handoff
50%less churn with DesignOps strategy

Places I've worked with and for.

How I lead

People first

A manager's job is to make the team succeed. So I spend most of my time on careers, not tasks. I try to work out what each designer is really good at and match that to what the business needs.

In practice: clear growth rubrics, honest feedback, and a team where it's safe to take a big swing and miss.

Design that scales

Design shouldn't be the bottleneck. A solid design system and good documentation take the repetitive work off people's plates, so they can spend their time on hard problems.

In practice: I invest in DesignOps early, so quality holds up as the team grows.

A seat at the table

I don't see design as a service desk. I want my team in the room with Product and Engineering, talking about outcomes instead of deliverables.

In practice: we keep track of design debt, build roadmaps with user input, and tie our work to the company's main metrics.

AI where it earns its place

I treat AI as part of how the team works, not a side experiment. My job is to give my designers the room and backing to try it on real work.

In practice: my team built MCP integrations between Claude, Kiro, and Figma that cut our handoff time by 30%, and I brought Claude skills for Jira, Confluence, Outlook, and Teams into how we work.