Raghvendra

Product Design · AI Experience · Strategy · Leadership

Intelligent products. Systems and alignment that make them hold.

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Selected impact

Evidence a hiring conversation can verify.

20 years in design
20 years in design · 14+ years in digital product and UX. Craft, product, systems, and leadership in one arc—not a sequence of disconnected jobs.
Rapipay / NYE Money
Wallet, UPI, partner banking, and investments unified into one consumer system, adopted across the product organisation and shipped on web, iOS, and Android.
Crowley Maritime
A dense, ~20-field quoting form became a three-step flow. The design system introduced in that engagement is the system the platform still runs on.
500+ designers taught
Classrooms, workshops, and mentoring as a way to build shared language, critique, and capability—not a side identity.

Selected work

Three kinds of impact hiring teams actually need.

Organisational influence in fintech, complex workflow systems, and AI product building. Each project links to the published case study.

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Rapipay — financial access designed around trust

Enterprise leadership

Rapipay — financial access designed around trust

Role
Senior Manager UX
Scope
UX leadership at organisational scale · 2022

Challenge. Senior Manager UX for NYE Money at Rapipay — leading the consumer experience at organisational scale across wallet, UPI, partner banking, and investments.

Outcome. Led UX for NYE Money at Rapipay, unifying wallet, UPI, partner banking, and investments into one consumer system adopted across the product organisation.

  • UX leadership
  • Fintech
  • Organisational alignment
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Crowley Maritime — product quality through system and alignment

Complex systems

Crowley Maritime — product quality through system and alignment

Role
Staff Design Consultant
Scope
Advisory · 1 year

Challenge. A guided quote flow that replaced a dense legacy form — origin to cargo to contact — aligned with rate-engine and customs constraints.

Outcome. Replaced a dense legacy freight-quote form with a guided origin-to-cargo-to-contact flow, and introduced the design system this platform still runs on.

  • Enterprise systems
  • Cross-functional alignment
  • Design governance
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GWK Ghostwriter — an AI writing studio that remembers voice

AI product building

GWK Ghostwriter — an AI writing studio that remembers voice

Role
Founder / product builder
Scope
Founder product · 2026

Challenge. An AI content engine built for Growing With Kid: LinkedIn posts in a personal voice, using long-term memory, source material, idea scoring, calendar, and analytics. Open the product.

Outcome. Shipped a research-to-post workflow with long-term memory, voice rules, and source material a founder can actually run.

  • AI experience
  • Product direction
  • Founder execution
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Approach

Designing for an AI-native world

AI is changing more than the speed of design. It is changing what we design, how products behave, and where design responsibility ends.

  1. 01

    From specialist to orchestrator

    The work is no longer only screens. It is framing the problem, sequencing judgement, and helping product, engineering, and operations act as one system.

  2. 02

    From AI as a tool to AI as a material

    Models change product behaviour: what is offered, what is withheld, how trust is earned, and what happens when the system is wrong. That is design material, not a plugin.

  3. 03

    From deterministic flows to probabilistic experiences

    Intelligent products must be designed for expected, uncertain, and failed states. Recovery, explanation, and human override are part of the product, not afterthoughts.

Principles

Principles for intelligent products

  1. 01

    Design for intent, not only navigation.

  2. 02

    Use AI where it creates meaningful value.

  3. 03

    Design expected, uncertain, and failed states.

  4. 04

    Match system autonomy to consequence.

  5. 05

    Build calibrated trust.

  6. 06

    Evaluate behaviour continuously after launch.

How I lead

An operating model, not a services menu.

My role changes with the organisation’s needs. I can set direction, create alignment, and remain close enough to the work to protect the quality of execution.

  1. 01

    Frame

    Make the problem, constraints, and decision space visible so teams can move through ambiguity without waiting for a brief that never arrives.

  2. 02

    Align

    Bring product, design, engineering, operations, and executives onto one experience language so the interface and the operating reality stay compatible.

  3. 03

    Enable

    Build critique, shared language, and enough structure that quality does not depend on one person reviewing every screen.

  4. 04

    Deliver

    Stay close to execution: protect craft, catch failure modes, and ship. Leadership is responsibility for the conditions in which the work succeeds.

What colleagues say

Raghvendra helped build a multi-disciplinary team comprising UX designers, UX researchers, animation designers, visual designers, and content researchers. He played an instrumental role in setting up a design system, which helped us replicate design decisions at scale. Raghvendra is passionate about setting up and following a UX process in his team. He has strong experience setting up UX vision and strategy and showing the business value of UX design.

Sumit Adlakha · Sr. Director of Engineering · Innovaccer

LinkedIn recommendation · May 2023 · managed Raghvendra directly

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Raghvendra Singh

About

Twenty years across products, organisations, and classrooms.

I began in design craft, then moved into strategy, systems, leadership, and education—without leaving the work. Founder products keep me close to execution. Teaching more than 500 designers sharpened how I explain decisions and run critique. Today those threads sit in one practice: useful products, aligned teams, and intelligent experiences that can be trusted.

More about me

Have a consequential product problem to solve?

I’m interested in senior and leadership opportunities where design can shape product direction, intelligent experiences, and organisational capability.

Start a conversationView résumé PDF · 2 pages