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Lead Product Designer · Dubai

Hi, I'm Prasenjit.

I find the signal in the noise, then design the experience that acts on it.

🔇
my career
Wellnesys Technologies
Product Designer
2019 – 2021
PharmEasy
Product Designer
2021 – 2022
talabat
Sr. Product Designer
2022 – 2026
Now
Property Finder
Lead Product Designer · Dubai, UAE
Proptech Growth Product Design
· · ·
my career
Wellnesys Technologies
Product Designer
2019 – 2021
PharmEasy
Product Designer
2021 – 2022
talabat
Sr. Product Designer
2022 – 2026
Property Finder
Lead Product Designer · Dubai, UAE
Now
Proptech Growth Product Design

Featured Work

View case study →
Fintech · Growth
18.8%
Cards from referrals
68%
Welcome bonus uplift
+31%
GMV uplift (NFV)
talabat × ADCB · 2024–2025
Refer & Earn: Improving acquisitions for the talabat co-branded card
Identified a referral signal in an unrelated research session, validated it lean, navigated a mid-project commercial constraint, and shipped a programme that drove 18.8% of all new card approvals.
Growth Design Fintech Referral Stakeholder Management

What I do

🎯
Product Strategy
Framing problems as business opportunities, building the case for investment, and aligning stakeholders around outcomes.
🔬
Research & Insight
Finding the signal in the noise. Turning behavioural observations into design hypotheses worth building.
Growth Design
Acquisition, activation, and referral mechanics. Design that moves the business lever, not just the screen.
🧩
Systems Thinking
Design systems, service blueprints, and component logic that scale across teams and touchpoints.

Connect with me

Let's build something
people remember.

Open to Design Leadership roles globally.

prasingharevolution@gmail.com
Case Study · Fintech · Growth Design

From a single Share button to 18.8% of all new card approvals

How I identified a referral signal inside an unrelated research session, validated it with a lean MVP, navigated a mid-project commercial constraint, and shipped a programme that measurably lifted acquisition quality and platform GMV.

18.8%
of new cards issued (Jan–May 2025) came from referrals
68%
uplift in welcome bonus qualification for referred vs non-referred users
+23–31%
GMV uplift for active referred users (food +23%, non-food +31%)
My Role
Senior product designer
Team
PM · Engineering · Data · Commercial
Timeline
6 wks design · 4 wks build · 3 wks pilot · ~2–3 months start to launch
Platform
talabat iOS & Android · UAE
01 · The Problem

New card acquisition was plateauing. We needed to find demand inside the platform itself.

The talabat ADCB co-branded card had strong product value, but two documented problems limited growth: a low overall acquisition rate and a lack of user awareness of the card's benefits. Data showed that 37% of users who tapped "apply now" returned at least 3 times before completing — intent existed, but benefit comprehension was the barrier. The question wasn't whether users wanted the card. It was whether the right users were hearing about it.

37%
of "apply now" tappers returned at least 3× before completing — intent was present; benefit comprehension was the blocker
2 problems
documented: low acquisition rate + low user awareness of card benefits, both pointing to the same root cause
02 · The Insight

I found the signal in the wrong research session.

During a study on a different project, a recurring pattern emerged: card holders with satisfactory experience consistently showed a tendency to promote the card within their immediate circle — without any incentive. This was not the subject of the research. But it was too consistent to set aside. It became the seed for a hypothesis: if users were already referring informally, what would happen if we made that referral easy, visible, and rewarded?

Documented behavioural observation
"Card holders who had a satisfactory experience seemed to have a tendency to promote the card within their immediate circle without being incentivized to do so." — Research finding, captured during a separate card onboarding study.
03 · The Lean Bet

Before asking for a full programme, I needed proof. So I shipped a button.

Hypothesis: making it easier for users to share the card by adding a simple "Share" button across the engagement journeys will validate whether a referral programme is worth building. We shipped it with no tracking, no incentives — just friction removal. ~10% of all users visiting the card status page tapped it. That number became the argument. I ran workshops bringing commercial, data, engineering, and product stakeholders together, defined scope, and built the service blueprint for the full programme.

~10%
CTR on the lean "Share" button — a statistically meaningful signal that organic referral behaviour was real and latent
6 weeks
from workshops to end-to-end service blueprint and complete design — sole designer, structured around continuous short feedback loops
Card status screen showing the Share button added in May 2024 as the initial lean validation of the referral concept

the only change
we shipped

no campaign · no reward
just friction removed

Card status screen · Share button · May 2024
04 · The Constraint

Mid-project, commercial eliminated the referee reward. Here's what we did instead.

⚡ The Strategic Pivot
We had aligned on equal rewards for both referrer and referee. During the design process, commercial revised the budget and restricted rewards to the referrer only. Rather than drop the referee-side experience, we repositioned the welcome bonus — a benefit that already existed for all new applicants — as a referral-linked reward for the referee. The hypothesis: referees would be more inclined to complete their application if they perceived it as a rewarding opportunity tied to the referral. We created a 3-step progress tracker to make the welcome bonus visible and tied to the referral context. Referred users saw a 68% uplift in welcome bonus qualification vs non-referred users in the same period.
05 · What Shipped

We built referrer and referee journeys across multiple contextual entry points, eligibility-based personalised landing page states, and a multi-step reward tracker.

A complete referrer and referee experience: entry points across card engagement journeys, a dedicated landing page, a real-time earnings tracker for the referrer, and a 3-step welcome bonus tracker for the referee.

01
Entry Points
3 contextual entry points surfaced across the card engagement journey: card status screen, post-purchase banner, and account page — meeting users where they are in their usage cycle.
02
RaF Landing Page
Clear value proposition up front: reward amount, eligibility, and how it works in 3 simplified steps — reduced from the original 5-step explainer based on comprehension feedback.
03
Share Flow
One-tap share with multiple channel options. The referral link is pre-loaded with the user's unique referral code — zero effort required to forward.
04
Earnings Tracker
Real-time visibility of referral status and earnings. Prioritises earnings transparency over referee-level detail — based on user research showing referrers care most about their own reward status.
06 · Fraud Mitigation & Eligibility

We designed 3 eligibility states so every user sees a contextually honest screen — not a generic gate.

Before launch, I proactively consulted the security team to map the reward exploitation vectors specific to the talabat ecosystem — phone spoofing, multi-account farming, inactive account abuse. Together we defined four eligibility tiers. Each user type gets a tailored version of the RaF landing page, ranging from a gated view with a recovery path to a fully active earnings dashboard.

gated, not
hard-blocked
shows why +
recovery path
unlocks after
first order
AED 0, not
blank state
transparency over
false optimism
State 1 — ineligible user
↺ Live prototype · tap the CTA
State 01 Ineligible
Phone unverified · Not a card holder
The profile identified most likely to abuse the reward — unverified phone, no card history. Rather than a hard block, the screen explains the gate with a contextual warning banner and gives a clear recovery path: place a successful order first. The full value proposition stays visible, so they know what they're working toward.
State 02 Pending
Eligible · T&Cs not accepted yet
The CTA is fully tappable. Tapping "Share referral link" triggers two things simultaneously: the page auto-scrolls to the T&Cs checkbox, and a dismissible toast appears at the top — "To share your referral link, you must agree to the terms & conditions." Once the user checks the box it locks (cannot be unchecked), and the CTA activates. No dead ends, no walls — the user reads the full value prop before encountering the consent ask.
State 03 In-progress
Eligible · 0 earnings · Referrals in-flight
Active referrer with pending conversions. We show AED 0.00 explicitly — not a blank or hidden state. Paired with a live in-progress counter, it signals that the system is tracking accurately. The design bets on transparency: users who trust the counter are more likely to share again rather than feel cheated.
State 04 Active earner
Eligible · Active earnings
Referrer with successful conversions. Accumulated earnings are the centrepiece — total credit displayed prominently, broken down by successful and in-progress referrals. Visibility of past success is the strongest driver of repeat sharing behaviour.
🔐
Security team consultation

Eligibility criteria were defined jointly before design began — not retrofitted. We mapped three specific exploitation vectors: phone number spoofing for fake referrals, multi-account farming, and inactive accounts created purely to claim the referee reward.

07 · Usability Testing

Guerrilla tested with 41 users. One finding reshaped how we thought about the whole program.

Test Setup
Total
41
Participants
Guerrilla usability test on the proposed RaF UX
Group A
23
Active card users
Ordering with the co-branded card on talabat
Group B
18
Inactive card users
Have the card but not paying with it on talabat
Objective · Hypotheses
  • Optimize proposed UX for RaF program
  • It is easy to find an entry point to the RaF page
  • Users will understand the value and reward, and be able to send a referral without pain-points
  • Users will feel comfortable sending a referral link to friends/family because the card benefits are clear
Task 1 · Navigation
Navigate through the talabat app → Find the Refer & Earn program
All 41 participants, task started
100%
41
Navigated to Account page (looking for RaF)
78%
32
Of those, dropped (confused platform-level RaF with co-branded program)
47.8%
15
Successfully found the RaF page
8.7%
4
💡 Key finding
Even though users failed the navigation task, they perceived themselves as successful. They confused the platform-level "Refer a Friend" on the Account page with the co-branded card's referral programme. Entry point discoverability — not program desirability, was the critical gap.
Value Proposition Evaluation
We showed participants the RaF page and asked: how likely are you to participate?
85%
likely to
participate
0255075100%
Top reasons for participation
Value of incentive Clear benefit structure Ease of claiming
Recall of reward value · by segment
A Active card users  ·  23
94%
B Inactive card users  ·  18
73%
+21pt gap — even inactive card users recall the reward value clearly; the programme has retention potential well beyond active users.
Derived hypothesis
When asked how much the referred friend would earn, a high number of participants expected the referee to earn the same referral reward as themselves — confirming that equal perceived value for both parties is the strongest participation driver.
Opportunities Identified
1
Offer equal rewards for both parties
HMW
Meet user expectations of equal referral benefits for referrers and referees, a clear expectation gap identified in the test.
2
Improve and educate on entry points
HMW
Expose entry points for the RaF programme beyond the tpay dashboard, or educate users specifically about the tpay dashboard entry point.
3
Bridge the gap between two RaF programmes
HMW
Manage user expectations around the platform-level Refer a Friend vs the co-branded card's programme; they are not the same, but users assume they are.
🔗
Why this connects to Section 04
The finding that users expected equal rewards for both parties validated the design decision to reposition the welcome bonus as a referee reward. We couldn't deliver equal cash rewards (commercial constraint), but we could deliver equivalent perceived value — and the testing data confirmed users would respond to it. The 68% uplift in welcome bonus qualification after launch proved the hypothesis right.
08 · The Impact

Acquisition quality, user behaviour, and platform GMV all moved.

18.8%
of all new cards issued came from referrals
Jan to May 2025
68%
uplift in welcome bonus qualification for referred vs non-referred users
Same period comparison
+23%
GMV uplift: food vertical, active referred users post card approval
Referred vs non-referred cohort
+31%
GMV uplift: non-food verticals, active referred users post card approval
Strongest signal across all verticals
What the GMV data means
Referred users were not just more likely to be approved; they were better users of the platform. The +23%/+31% GMV uplift confirms higher-quality acquisition, not just volume. This closes the original goal of driving talabat ADCB card impact on talabat GMV.
What happened next
The welcome bonus tracker — designed to work around a commercial constraint, performed well enough enough that the product team agreed to replicate it for all card users. A constraint became a platform feature.
The Experience

Every screen, crafted.

Critical moments from the referrer and referee flows, shipped January 2025.

09 · What I'd Do Differently

Three things I'd approach differently — and one decision I'd defend every time.

1. Quantify the business case earlier. I would invest time sooner in converting the 10% CTR signal into a projected CAC comparison and GMV opportunity, making the investment case harder to deprioritize.
2. Secure the referee reward earlier. The mid-project budget change was resolved well, but the welcome bonus repositioning consumed design time we could have invested in the referrer experience. Earlier contract on incentive structure would have changed the project economics.
3. Build a pre-defined measurement framework before launch. The GMV and qualification uplift data was gathered, but not to a pre-agreed success definition. A measurement plan agreed upfront would have made the post-launch results more defensible and easier to act on.

Prasenjit Singha

Lead Product Designer
📍 Dubai, UAE ✉ prasingharevolution@gmail.com 🔗 linkedin.com/in/prasenjit-singha-10b207a0 📞 +971 05423 63242

Lead Product Designer with 8+ years of experience driving end-to-end design for fintech, consumer, and B2B products at scale. Proven track record of translating complex problems into intuitive, accessible, and revenue-generating experiences across mobile, web, and emerging platforms. Known for aligning cross-functional teams around user outcomes, building design systems, and shipping work that moves business metrics.

Skills
Design & Prototyping
UX Design UI Design Interaction Design Rapid Prototyping Design Systems Figma Framer Protopie Lovable
Research & Insight
Qualitative Research Usability Testing Contextual Inquiry A/B Testing Data-Informed Design Dovetail Maze
Accessibility
WCAG 2.1 AA Semantic Labelling Inclusive Design Screen Reader Accessibility
Strategy & Leadership
Design Strategy Cross-Functional Facilitation Stakeholder Alignment Roadmap Planning Design Mentorship OKR-Driven Design
Collaboration Tools
Miro FigJam Notion Jira Confluence Slack
Emerging
Voice UX Mixed Reality (AR/VR) AI-Assisted Design
Education
B.Des · Communication Design
NIFT, Bengaluru · 2018
10+2 · Commerce
Margherita College · 2013
Mentorship

Mentored 3 product designers end-to-end — from UX fundamentals and portfolio building through to landing their first full-time roles.

Currently coaching an in-house visual designer transitioning into product design.

Experience
Property Finder · Dubai, UAE
Lead Product Designer, Mortgage Finder & New Projects
Feb 2026 – Present
Leading product design across two high-priority squads: Mortgage Finder (core fintech vertical connecting UAE property buyers with financing) and New Projects (the largest revenue contributor in Property Finder's portfolio).
  • Defining design strategy and end-to-end UX for the Mortgage Finder product: simplifying a traditionally fragmented financial journey into a guided, trust-building experience.
  • Leading design for New Projects SERP, project detail pages, and discovery flows: directly influencing the highest-GMV vertical in the portfolio.
talabat (Delivery Hero) · Dubai, UAE
Senior Product Designer
Dec 2022 – Feb 2026
Led design across fintech and q-commerce at one of the MENA region's largest super-apps, owning high-stakes initiatives from discovery through to post-launch iteration.
  • Designed and launched DineOut Deals (UAE): created a net-new revenue stream from zero — hit product-market fit within 9 months of launch.
  • Owned end-to-end co-branded card programme: designed the full customer lifecycle — awareness, acquisition, activation, engagement — across app and web. Resulted in 27,000+ new cards issued, 30% higher AOV for food, and 21% lift in non-food purchases.
  • Scaled card lifecycle journeys to 2 new MENA markets: adapted interaction design and content strategy for regional nuances while maintaining design system consistency.
  • Facilitated 10+ cross-functional workshops with internal teams and banking partners — each session directly unblocked a stalled product or partnership decision.
  • Co-led tribe-wide accessibility initiative: introduced semantic labelling for screen readers across consumer flows; influenced adoption across the broader design chapter (WCAG 2.1 AA).
  • Contributed to Delivery Hero's global picker app (Pelican): participated in a 5-day design sprint in Berlin addressing a €3M/month order fulfilment issue; proposed interaction patterns adopted in the shipped solution.
Threpsi Solutions Pvt. Ltd · B2B product Retailio
Product Designer II
Jul 2021 – Sep 2022
Led design execution across Commerce, Discovery, and Consumer pods for Retailio — a B2B platform connecting FMCG brands with retailers across India.
  • Redesigned merchant onboarding, ordering, and tracking flows: part of the core team that drove TAU growth from 5,000 to 100,000+ active users in under 12 months.
  • Designed and shipped an in-house CRM tool to replace 3 external paid platforms; saved the business ₹1.2M/month and gave the marketing team a tool built around their actual workflows.
  • Conducted qualitative user research with merchants and field sales teams; translated findings into prioritised design decisions with measurable adoption outcomes.
Wellnesys Technologies Pvt. Ltd · YogiFi
Lead Product Designer
Feb 2020 – Jul 2021
Owned full product design for YogiFi — an AI-powered yoga app integrated with a smart hardware mat, blending real-time posture data with adaptive UX.
  • Partnered with Apple's UX design evangelist team under the App Accelerator Programme to design one of the first mixed-reality wellness experiences on iOS — resulted in a 40% increase in active sessions post-launch.
  • Designed data-feedback loops that surfaced personalised posture insights in real time — making the experience adaptive rather than generic.
Independent · India
Motion & Experience Design Consultant
Jan 2018 – Jan 2020
Freelance UX and motion design work across early-stage and growth-stage companies. Clients included Groww, Rupeek, Aditya Birla Group, and Pubninja. Operated as an embedded collaborator — joining fast-paced teams to ship high-quality work from day one.
Connect with me

Let's build something
people remember.

Open to Design Leadership roles globally.

prasingharevolution@gmail.com
Design preview