Good user experience is invisible.
Good teams make it that way.
I led product design at Telia Lithuania, where six designers and I turned connectivity complexity into self-service moments people barely notice using - because they just work.
Looking for my next design leadership role.
Vilnius, Lithuania • Managing design teams since 2023
How I lead
As a leader, my role is to cultivate a team of designers who craft and deliver on a user-centered design strategy in step with our company's vision.
As a manager, my role is to drive business success by unlocking unique capabilities and perspectives of the team. High performing, high impact teams emerge when everyone is at their personal best, finds meaning in their work, and collaborate effectively.
Craft quality isn't optional under pressure
I run weekly reviews that hold every handoff to the same bar - accessible, on-system, and validated by both usability data and real research. Deadlines compress scope, not quality.
Designers own outcomes, not screens
I hand people the problem, not the solution. Designers on my team own a project end to end - discovery, stakeholder conversations, and results after launch, not just the screens.
Systems thinking > one off solutions
I create a Design Playbook for the team to serve as one source of truth so that quality expectations and design coherence across every product and team don't depend on me being in the room.
Better say the bad thing in the room
I'd rather flag an uncomfortable tradeoff in a planning meeting and give the leadership a chance to weigh the tradeoff deliberately, with full numbers, instead of being caught out by it later on.
Selected work
Three projects that show how strategy, craft and team growth tend to show up together
Unifying six years of fragmented purchase journeys into one automated system
Leading European Accessibility Act compliance across Telia's websites and apps
Building a skills matrix to assemble a skills-complete design team
Managing the team
I managed a team of six UX/UI designers at Telia Lithuania covering UX, UI, research and accessibility across web, apps, self-service and help portals, and e-commerce.
6
designers managed, grown from a team of 3
4
designers hired and led end-to- end
2
promotions coached and advocated for
AA
WCAG baseline I set for all shipped work
Hiring
I hired four of the six designers on my team. I also hired and oversaw 2 consulting firms dedicated to supporting accessibility-focused development. The roles I created after noticing the lack of accessibility skills and knowledge in design and IT departments early on.
Mentoring & performance
I have quarterly growth and performance conversations. Career development shouldn't only come up when it's also being scored at the end of the year. I also run skill assessment workshops annually to make sure my team keeps growing individually and we have a well-rounded team skills wise.
Standards
I created and maintained the design team's onboarding process, design critique and retro rules and practices, design playbook (the one source of truth for all design standards and practices) and research repository. All co-created and agreed on with my team.
Process
I created the discovery-to-delivery design process that complies with SAFe development framework used in project management. It facilitated agreement across product teams when certain design practices should be applied.
Cross-functional facilitation
I'm the team's main interface with product, engineering, content, marketing, and commercial leads on scoping and tradeoffs, so designers can stay focused on the work instead of defending it in every meeting.
Change management
I saw my team through 2 product revamps, 2 design systems, 2 CEOs, several strategy changes, 4 company reorgs, project management framework changes, and 2 layoff rounds. My focus was on team morale and productivity that brings results in uncertain times.
Snapshots of the work
A few artifacts from day to day - not polished case studies, just what leading this team actually looked like.
Design team capacity monitoring
I created a data-base in Notion to keep track of quarterly product team demands and design team capabilities
Project kick-off template
I created these templates to help maintain cross-functional collaboration focus during long-term projects
Design quality scorecard
This scorecard helps quickly assess if a design deliverable is ready for development hand-off or still needs more work
Combining SAFe epic flow and design process
Aligned, documented and made it make sense how design plays into SAFe project cadence
What I’m looking for
Design Manager or Senior Design Manager role at a product-led company where design already has a seat in strategic conversations — or where a manager is expected to build one. I like working close to ambiguous, cross-functional problems, and I like growing designers into people who can confidently hold their ground in any room.
Based in Vilnius, open to hybrid or remote roles across the EU.
Email me
Good user experience is invisible.
Good teams make it that way.
I led product design at Telia Lithuania, where six designers and I turned connectivity complexity into self-service moments people barely notice using - because they just work.
Looking for my next design leadership role.
Vilnius, Lithuania • Managing design teams since 2023
How I lead
As a leader, my role is to cultivate a team of designers who craft and deliver on a user-centered design strategy in step with our company's vision.
As a manager, my role is to drive business success by unlocking unique capabilities and perspectives of the team. High performing, high impact teams emerge when everyone is at their personal best, finds meaning in their work, and collaborate effectively.
Craft quality isn't optional under pressure
I run weekly reviews that hold every handoff to the same bar - accessible, on-system, and validated by both usability data and real research. Deadlines compress scope, not quality.
Designers own outcomes, not screens
I hand people the problem, not the solution. Designers on my team own a project end to end - discovery, stakeholder conversations, and results after launch, not just the screens.
Systems thinking > one off solutions
I create a Design Playbook for the team to serve as one source of truth so that quality expectations and design coherence across every product and team don't depend on me being in the room.
Better say the bad thing in the room
I'd rather flag an uncomfortable tradeoff in a planning meeting and give the leadership a chance to weigh the tradeoff deliberately, with full numbers, instead of being caught out by it later on.
Selected work
Three projects that show how strategy, craft and team growth tend to show up together
Unifying six years of fragmented purchase journeys into one automated system
Leading European Accessibility Act compliance across Telia's websites and apps
Building a skills matrix to assemble a skills-complete design team
Managing the team
I managed a team of six UX/UI designers at Telia Lithuania covering UX, UI, research and accessibility across web, apps, self-service and help portals, and e-commerce.
6
designers managed, grown from a team of 3
4
designers hired and led end-to- end
2
promotions coached and advocated for
AA
WCAG baseline I set for all shipped work
Hiring
I hired four of the six designers on my team. I also hired and oversaw 2 consulting firms dedicated to supporting accessibility-focused development. The roles I created after noticing the lack of accessibility skills and knowledge in design and IT departments early on.
Mentoring & performance
I have quarterly growth and performance conversations. Career development shouldn't only come up when it's also being scored at the end of the year. I also run skill assessment workshops annually to make sure my team keeps growing individually and we have a well-rounded team skills wise.
Standards
I created and maintained the design team's onboarding process, design critique and retro rules and practices, design playbook (the one source of truth for all design standards and practices) and research repository. All co-created and agreed on with my team.
Process
I created the discovery-to-delivery design process that complies with SAFe development framework used in project management. It facilitated agreement across product teams when certain design practices should be applied.
Cross-functional facilitation
I'm the team's main interface with product, engineering, content, marketing, and commercial leads on scoping and tradeoffs, so designers can stay focused on the work instead of defending it in every meeting.
Change management
I saw my team through 2 product revamps, 2 design systems, 2 CEOs, several strategy changes, 4 company reorgs, project management framework changes, and 2 layoff rounds. My focus was on team morale and productivity that brings results in uncertain times.
Snapshots of the work
A few artifacts from day to day - not polished case studies, just what leading this team actually looked like.
Design team capacity monitoring
I created a data-base in Notion to keep track of quarterly product team demands and design team capabilities
Project kick-off template
I created these templates to help maintain cross-functional collaboration focus during long-term projects
Design quality scorecard
This scorecard helps quickly assess if a design deliverable is ready for development hand-off or still needs more work
Combining SAFe epic flow and design process
Aligned, documented and made it make sense how design plays into SAFe project cadence
What I’m looking for
Design Manager or Senior Design Manager role at a product-led company where design already has a seat in strategic conversations — or where a manager is expected to build one. I like working close to ambiguous, cross-functional problems, and I like growing designers into people who can confidently hold their ground in any room.
Based in Vilnius, open to hybrid or remote roles across the EU.
Email me
Good user experience is invisible.
Good teams make it that way.
I led product design at Telia Lithuania, where six designers and I turned connectivity complexity into self-service moments people barely notice using - because they just work.
Looking for my next design leadership role.
Vilnius, Lithuania • Managing design teams since 2023
How I lead
As a leader, my role is to cultivate a team of designers who craft and deliver on a user-centered design strategy in step with our company's vision.
As a manager, my role is to drive business success by unlocking unique capabilities and perspectives of the team. High performing, high impact teams emerge when everyone is at their personal best, finds meaning in their work, and collaborate effectively.
Craft quality isn't optional under pressure
I run weekly reviews that hold every handoff to the same bar - accessible, on-system, and validated by both usability data and real research. Deadlines compress scope, not quality.
Designers own outcomes, not screens
I hand people the problem, not the solution. Designers on my team own a project end to end - discovery, stakeholder conversations, and results after launch, not just the screens.
Systems thinking > one off solutions
I create a Design Playbook for the team to serve as one source of truth so that quality expectations and design coherence across every product and team don't depend on me being in the room.
Better say the bad thing in the room
I'd rather flag an uncomfortable tradeoff in a planning meeting and give the leadership a chance to weigh the tradeoff deliberately, with full numbers, instead of being caught out by it later on.
Selected work
Three projects that show how strategy, craft and team growth tend to show up together
Unifying six years of fragmented purchase journeys into one automated system
Leading European Accessibility Act compliance across Telia's websites and apps
Building a skills matrix to assemble a skills-complete design team
Managing the team
I managed a team of six UX/UI designers at Telia Lithuania covering UX, UI, research and accessibility across web, apps, self-service and help portals, and e-commerce.
6
designers managed, grown from a team of 3
4
designers hired and led end-to- end
2
promotions coached and advocated for
AA
WCAG baseline I set for all shipped work
Hiring
I hired four of the six designers on my team. I also hired and oversaw 2 consulting firms dedicated to supporting accessibility-focused development. The roles I created after noticing the lack of accessibility skills and knowledge in design and IT departments early on.
Mentoring & performance
I have quarterly growth and performance conversations. Career development shouldn't only come up when it's also being scored at the end of the year. I also run skill assessment workshops annually to make sure my team keeps growing individually and we have a well-rounded team skills wise.
Standards
I created and maintained the design team's onboarding process, design critique and retro rules and practices, design playbook (the one source of truth for all design standards and practices) and research repository. All co-created and agreed on with my team.
Process
I created the discovery-to-delivery design process that complies with SAFe development framework used in project management. It facilitated agreement across product teams when certain design practices should be applied.
Cross-functional facilitation
I'm the team's main interface with product, engineering, content, marketing, and commercial leads on scoping and tradeoffs, so designers can stay focused on the work instead of defending it in every meeting.
Change management
I saw my team through 2 product revamps, 2 design systems, 2 CEOs, several strategy changes, 4 company reorgs, project management framework changes, and 2 layoff rounds. My focus was on team morale and productivity that brings results in uncertain times.
Snapshots of the work
A few artifacts from day to day - not polished case studies, just what leading this team actually looked like.
Design team capacity monitoring
I created a data-base in Notion to keep track of quarterly product team demands and design team capabilities
Project kick-off template
I created these templates to help maintain cross-functional collaboration focus during long-term projects
Design quality scorecard
This scorecard helps quickly assess if a design deliverable is ready for development hand-off or still needs more work
Combining SAFe epic flow and design process
Aligned, documented and made it make sense how design plays into SAFe project cadence
What I’m looking for
Design Manager or Senior Design Manager role at a product-led company where design already has a seat in strategic conversations — or where a manager is expected to build one. I like working close to ambiguous, cross-functional problems, and I like growing designers into people who can confidently hold their ground in any room.
Based in Vilnius, open to hybrid or remote roles across the EU.
Email me