ManagerEnterprise
Anton Gubarev-Pentin
Product Design Manager, QIC; formerly Product Designer at SberHealth and Wildberries
Three stages of building a team, each shown with its artifacts.
What they show
A Product Design Manager at QIC, the Qatar insurer, whose first case study, Scaling Design at QIC, is about the team rather than the product. It opens on 'a two-person Mobile Design Team' taken over in 2022, then the thesis: 'I built the foundations of a scalable design organization.' Three stages follow as Challenge, What I Did, Outcome, each with an artifact: the design workflow and task board, product goals translated into designer OKRs beside a skills review radar, and before-and-after org charts moving designers from platform teams into product streams. Four numbers head the page: design time-to-market from 4 weeks to 2, delivery predictability from 56% to 82%, design bugs in production down 90%+, Design System adoption from 50% to 98%. A QIC App redesign, cross-product work, a SberHealth IC case and a solo side project follow.
Why it works at this level
The Manager level has to prove the management happened, and most sites at this level assert it in a bio line. Anton shows the working documents instead. The stages run in the order a new manager meets the problems: make delivery predictable, then build hiring and review systems, then restructure the team around the business. Each artifact answers a question a hiring manager would ask in the interview: how work moves, how a designer's goals connect to the product's, how growth is measured, what the team looked like before and after. The QIC App case covers the other half of the job. Anton developed the concept, ran 21 research sessions, won approval from product and strategy leadership, and then 'delegated detailed production design to a designer on my team.' That handoff, and the result after it (at least 30% penetration for each measured vertical among new users), is the Manager move most portfolios leave out.
What to steal
Show one real artifact for each leadership claim: the workflow, the goals template, the review rubric, with names blurred. Draw the org chart before and after a restructure and put the two side by side. In a product case study, write the sentence where you handed the work to someone on your team, then say what you kept.
What I'd change
One thing I'd push on. Every site here is good; this is the note I'd send the author.
The page about building the team never says how big it got. It starts at two, the org charts show six designers and then five, and the cross-product page names six; say the number once, at the top, beside the other four. The stream count also differs (seven here, six on the next page), and the role label switches between Product Design Manager and Lead Product Designer.