Gabriel Guerguen — Interaction, Strategy, Systems.

Designed the end-to-end portfolio experience for Willow 360, Willow Wealth's first managed product — an automated solution investing across funds from Carlyle, Goldman Sachs, and StepStone. The challenge: the existing self-directed dashboard assumed an active, decision-making investor, while Willow 360 needed to support a hands-off posture focused on strategy, not marketplace navigation. I led the design of a new Portfolio page specific to Willow 360 with an updated visual language, one which shaped the current design of the logged-in platform. Willow 360 also catalyzed a broader overhaul of the platform's information architecture, anchored by Summary — a new logged-in homepage designed to improve onboarding and clarify hierarchy across the system.

Led the redesign of Willow Wealth's logged-in Marketplace — the surface where investors browse and decide between dozens of private markets offerings spanning private credit, real estate, private equity, art, legal finance and others. The challenge: the legacy marketplace treated every offering with equal visual weight, leaving investors to navigate a dense, undifferentiated list with no sense of curation. The redesign introduced a core-satellite structure that distinguishes featured offerings from the broader catalog, alongside a new "For you" section that tailors the experience to each investor — drawing on signals like behavior, recently viewed offerings, portfolio size, and suitability.

Wrote a set of five principles to give Backstage a shared design language for backoffice work — concrete enough to be actionable, grounded in the reality of editors who used these tools for hours every day. Each principle was paired with specific actions and reference examples drawn from products that handled the same problems well. The challenge: experience issues at Backstage were treated as matters of opinion, which meant designers without seniority couldn't push back on weak decisions, and developers building tools without design support defaulted to whatever the component library gave them out of the box. The five principles — covering learning curve, expert behavior, user expression, safety, and cross-platform abstraction — turned "I don't like this" into "this violates Principle 3, Action B," giving anyone in the organization a defensible way to raise quality concerns. The principles became a source of authority that outlasted any individual designer's standing on a team. They reframed experience quality from a subjective preference into an institutional standard, and gave the broader Backstage organization a shared vocabulary for the kind of work that had previously been hard to defend.

Designed a framework to capture, prioritize, and resolve the accumulated UX issues that shipped MVPs and competing priorities had left across Backstage Admin. The challenge: known issues sat scattered across teams with no shared system for tracking them, and Backstage Admin's back-end orientation meant its own CMS tools were chronically deprioritized. The framework introduced three phases — capture, prioritization, and communication — anchored by a centralized debt document, a value-versus-effort matrix run every sprint, and a commitment from every team to resolve debt continuously. The framework also built a communication loop directly back to the editors who reported issues — a deliberate response to a platform whose users had stopped feeling heard.

Getnet is a payment acquirer based in Brazil. The company is owned by spanish bank Santander, one of the largest banks in Brazil. I joined the company to work at the internationalization project of Getnet, the goal being to rebuild the whole experience and technology using the Cloud, launching it to multiple countries in Latin America. I worked mostly on Onboarding and Terminal Management Systems - two backoffice systems designed for multiple different levels of skilled operators, from in-agency Santander employees to high-level support and inventory managers at Getnet.