As Head of Product Design for the Digital Banking Cluster, I'm accountable for the overall product design of Moniepoint's personal and business banking across global markets — the design strategy, the craft, and how the function works: a market-agnostic platform, an AI-native design process, and a consistent quality bar across markets.
MonieWorld proved what a high bar on UX could do for Moniepoint's international ambitions. On the back of that, my team took on additional scope within the Group — raising the bar for the Moniepoint Microfinance Bank across both its personal and business banking arms, serving 7.2M personal and 4.2M business users respectively.
The mandate has three parts, and they reinforce each other. Set the product design strategy for digital banking as it expands market by market. Re-shape the design function — alongside the Group Head of Design — around a platformised, market- and entity-agnostic structure so we can ship UX excellence at speed. And establish an AI-native design process that changes how 40+ designers and researchers actually work day to day.
I'm responsible for product design strategy for the digital banking products across global markets. Today that means Nigeria and the UK, with Kenya coming online by 2026 and the US, Canada, Germany and Italy on the roadmap by 2028. Every one of those markets carries its own regulatory reality, payment rails, and user expectations.
The strategic bet is platformisation — and it's not just a design idea, it's how the whole company is learning to build. Think of it like Lego: first we manufacture the blocks — the shared journeys, components, and services any market can reuse — then we assemble those blocks to adapt for each market and each entity, personal or business. Rather than forking a bespoke experience per market, the variations become a question of how the blocks are combined, not one-off redesigns. That's how a new market can go live quickly without rebuilding the experience or lowering the craft bar — the trade-off scaling products usually accept as unavoidable.
My north star for the strategy is simple: the product should be able to enter a new market fast, while still feeling native to the people who live there. The platform carries everything a new market can inherit — journeys, patterns, the quality bar — so a launch isn't a rebuild. What's left is the local layer that actually matters: the regulation, payment rails, language, and expectations that make the experience feel local rather than ported. Speed of entry and local fit stop being a trade-off.
A team this size doesn't adopt a new way of working because leadership announces it. It adopts it when the workflow is proven, the tooling is grounded in our own design system, and the training meets people where they are. So I ran the AI transformation the way I'd run any product: experiment first, then systematise, then train.
The design function isn't the only one whose craft AI reshapes. I supported product leaders in establishing their own AI workflows — sharpening the inputs design receives so product–design collaboration gets tighter rather than noisier. That went well beyond the PRD template:
Establishing the new Claude design process is one of the three pillars of the role for a reason: at 40+ designers across seven future markets, the difference between a workflow that scales and one that doesn't compounds fast. Getting the process right early is what lets the platform strategy actually land.
Platformisation starts with defining the blocks. The digital banking cluster is organised into a set of platform teams, each owning a domain of the banking experience end to end. They all sit under the cluster — so I'm accountable for the design strategy and craft across every one of them.
Sign-up and identity — KYC for consumers, KYB for businesses. The first and highest-stakes journey in any market, where the platform's shared flow meets each market's regulatory reality.
Log-in and identity & access management (IAM) — how users get back into their account securely, and how access and permissions are governed across the bank.
The current account, local money movements, and the ledger underneath — the core of everyday banking, and the source of truth every other platform relies on.
Cross-border transfers and payments, and the FX that powers them — moving money between Moniepoint's markets across the corridors that connect the diaspora to home.
The everyday utilities that turn an account into a daily habit — bill payments, airtime and data top-ups, health insurance, investments, and international gift-card purchase.
Card issuance and the infrastructure behind it — the virtual and physical card experiences, and the rails that let users spend anywhere.
Savings accounts, and the metrics that show they're working — AUM growth alongside user engagement and delight — turning idle balances into a reason to stay.
My remit is the overall product design of the digital banking cluster — I'm the accountable owner of design quality and craft across every core journey, in every market the platform serves. That means holding a single, consistent bar whether a flow ships in Lagos, London or Nairobi, and making sure the platform strategy shows up in the details users actually touch.
I stay hands-on and close to the work — leading design directly alongside the team, reviewing craft, and setting the standards the cluster designs to. The point isn't to sit above the work but to be answerable for it: the coherence of the experience end to end, the quality of the execution, and the design strategy that ties them together across markets.
It's the same principle as the platform, applied to craft: shared foundations, consistent standards, and a quality bar that holds as the function grows — an experience worthy of 11.4M users across markets today, and kept that way as we grow into seven.