Ramy Adel

What they show

A Cairo-based Head of Product Design whose homepage states scope precisely: two design units, 16 people across product design, content and graphic design, with earlier teams of 8 at a consumer fintech, 6 in a corporate banking design tribe, and 7 at Vodafone Egypt, where he was UX Chapter Lead. Four case studies (Macaw, Klivvr, Vodafone, Banque Misr). The Banque Misr study is the leadership one: as Product Design Lead he built the research operations infrastructure for a corporate bank from scratch (recruiting, bilingual scripts, transcription, debrief protocols), ran 82 moderated sessions, produced a customer book profiling 54 companies across 12 industries and a behavior-based segmentation, and ends with task-completion and time-on-task numbers. The site's thesis line: he spends the first part of every engagement reframing the problem before a screen gets designed.

Why it works at this level

Two things. First, he answers the scope question in the first screen with numbers, which almost nobody at the Director level does; a reader knows within ten seconds what size of org he runs. Second, the Banque Misr case study treats research operations as infrastructure he built rather than a phase he went through, which is the right way to show leadership in a domain where the screens are confidential. It's also the first entry in the collection from an emerging-market bank, and it's a reminder that the leadership-portfolio problem looks the same in Cairo as it does in San Francisco.

What to steal

Put your team composition on the homepage as numbers: how many people, which disciplines, how many units. Pick the piece of infrastructure you built (research ops, a design system, an onboarding path) and write it up as the case study, with the throughput and outcome numbers attached. State your thesis about how you work in one sentence near the top.

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 current employer isn't named, and the Macaw case reads as consultant-IC work with no outcome metrics, which dilutes the leadership story the Banque Misr study tells. Naming the bank (or saying why he can't) and either cutting Macaw or ending it with a result would sharpen the whole site.