Wise Business

Building the next global financial platform

Intro

I’ve followed Wise for a while because you do something most fintech companies struggle with: you make complex financial infrastructure feel clear, fair and human. That focus on transparency and customer trust is rare, and it’s a big part of why Wise has built such strong product momentum.

Wise Business feels especially interesting right now. The challenge is no longer just payments. It’s helping companies operate globally with clarity and confidence as workflows become more complex and interconnected.

The opportunity I see

As Wise Business grows, the surface area expands: accounts, cards, ecommerce, partner integrations, point of sale, and automation. The hard part is not adding features. It’s keeping the experience coherent while increasing capability.

I see three areas where design can create a meaningful advantage.

Clarity at scale
Businesses need to understand what is happening across currencies, compliance, reconciliation and cash flow. Clear mental models and predictable workflows reduce risk and increase trust.

Platform coherence
Moving from feature-led growth to a joined-up ecosystem across onboarding, account management, payments and integrations. This reduces friction and builds confidence as customers scale.

Intelligent support
AI and automation can reduce manual work and help businesses act faster, but only if they remain transparent and controllable. The goal is decision support, not magic.

Why this resonates with my work

Over the past few years, I’ve focused on similar challenges: designing complex, high-trust products and scaling teams in environments where clarity and decision quality matter.

At Global Relay, I lead a distributed design team working across mobile, desktop and web, partnering closely with product and engineering leadership to shape direction across more than 20 squads. Much of the work has focused on creating shared principles, improving consistency and helping teams ship faster without losing coherence.

Earlier, I led design through scaling and organisational change at Kantan, and co-founded Brill, a mobile product recognised by Apple for speed and usability. Different contexts, but the same theme: turning complexity into clarity and building systems that support confident decisions.

In high-stakes environments, my focus is less on design output and more on improving the quality of product decisions.

How I think about this role

For me, this role is less about growing a design team and more about shaping product direction and building an environment where strong thinking, ownership and craft can thrive.

This includes:

  • defining clear experience principles that guide trade-offs

  • aligning design, product and engineering around shared outcomes

  • investing in discovery and experimentation

  • balancing speed with long-term coherence

  • building autonomy without losing quality.

Questions I’d love to explore

If we speak, I’d be interested to understand:

  • Where Wise Business sees the biggest friction today

  • How teams are organised around platform versus feature areas

  • How success is measured beyond growth

  • How AI and automation are expected to evolve in the product

  • Where you see Wise Business becoming meaningfully different from competitors in the next two to three years.

Relevant work

A few relevant examples:

Global Relay
Scaling design in a complex, regulated domain

Brill
0→1 mobile product

Kantan
Product and brand transformation.

I’d welcome the chance to learn more about how Wise Business is evolving and where design can have the greatest impact.