About

I'm a design leader focused on turning complexity into clear product direction.

Today, I lead UX at Bingo Blitz as part of the Product department. My role combines team leadership, product thinking, systems design, and hands-on execution. I work across roadmap discussions, feature direction, design quality, workflow improvement, and team development — while still stepping directly into key design missions when the product needs sharper framing or stronger UX direction.

How I think about design

Over the years, I've worked across very different product environments — from enterprise systems and industrial platforms to live games and education. What connects all of them is the kind of problem I'm drawn to: products with complexity, moving parts, and real constraints — where design has to do more than make things look better. It has to create clarity, support decisions, and help teams move forward with confidence.

A big part of how I think today is shaped by systems. I care about the conditions behind good design as much as the output itself: clearer workflows, stronger collaboration, better design standards, and more reliable ways to connect user needs with product goals.

“Good design makes the right action obvious. Great design makes the wrong action invisible.”

That principle shows up in everything — whether I'm mapping a journey for a 12,000-person enterprise portal, designing for field operators in mission-critical software, or rethinking a game lobby used by millions of players.

How I lead

Leadership approach

I run design as a system: recurring critiques with clear intent (not “show and tell”), async written context before meetings, and a hiring bar that balances taste with product judgment. Designers own slices of the roadmap but share a common quality bar — so work stays coherent across squads.

I connect design decisions to measurable outcomes — retention, activation, task completion — and frame work in terms of team OKRs from the start. I partner closely with UXR to run studies that de-risk decisions before build, and use behavioral analytics (FullStory, product analytics) to validate after ship. Design reviews include success metrics, not just screens.

I present design strategy to executive stakeholders by leading with business rationale — framing decisions as trade-offs with clear stakes, not aesthetic preferences. I prepare teams to represent their work confidently in cross-functional reviews, and act as a bridge between design quality and product momentum at the leadership level.

AI as a design lever

I use tools like ChatGPT, Claude, Cursor, and Figma Make as practical levers for better thinking, faster iteration, and stronger design work — both in my own process and as part of how I help the team grow. That means structuring ideas more clearly, sharpening product framing, accelerating design exploration, and reducing friction in day-to-day execution.

The goal is not tool adoption for its own sake. It is to improve clarity, speed, and the team's ability to turn ideas into better product decisions. AI becomes meaningful when it helps designers think more clearly and move faster — not when it replaces their judgment.

Building teams and culture

I have hired and scaled design teams from scratch. In the last three years, I have brought on six designers at Playtika and Bingo Blitz — and every one has been promoted or moved into a lead role. That is not luck; it is intentional: I hire for thinking and potential, not portfolio perfection. I believe culture compounds faster than the product. Weekly design critiques that challenge decisions instead of egos. Quarterly learning sessions where each designer teaches what they have learned. 1:1s that surface constraints before they become blockers. The systems you build as a leader compound over quarters and years.

Playtika design team — seven colleagues gathered around a table on a sunlit terrace with tropical plants

Outside the work

I have spent years teaching UX/UI. Teaching has become an important part of how I lead — it sharpens clarity, strengthens judgment, and keeps me grounded in the belief that design is not only about solutions, but about helping people understand what matters and why.

I am a gamer. Working on 1v1.LOL felt like a lucky accident. Understanding games as designed systems — feedback loops, progression architecture, the moment a player decides to come back tomorrow — changed how I think about product engagement entirely.

I am Israeli, based in Israel, and have worked with global teams across the US, Europe, and Asia. I am comfortable in the room where everyone has a different definition of done.

Teaching a classroom of design students at HIT/Reichman University — tiered lecture hall with a full group seated in rows

Where I'm headed

I am drawn to companies where design has a real seat at the product table. The roles I am looking for — UX Team Lead or Product Design Manager — sit at the intersection of complexity and scale: enterprise tools, autonomous systems, AI-first products where design decisions carry measurable stakes. I want to work somewhere the challenge is genuinely hard, and where I can help teams move faster when complexity is slowing them down.

Start a conversation

If you are building something hard and you need a design leader who has done this before — reach out.

[email protected]