Fifteen years designing enterprise workflows and operational platforms for RBC Capital Markets, Scotiabank, CIBC, Munich Re, and BrokerLink — turning data-heavy, regulation-bound systems into products operations and sales teams actually use.
Three flagship projects, chosen because they sit at the intersection of operational complexity and real users with deadlines.
Eight downstream systems consolidated into one client lifecycle surface. Sales gets a minimal-input intake. Operations gets real-time visibility. Leadership gets a defensible audit trail without anyone chasing a spreadsheet.
Restructured the end-to-end journey across savings, chequing, and credit. Deferred regulatory data collection. Built mobile-first patterns the design system absorbed. The number was the headline; the precedent was the lasting win.
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Paper forms designed in the 1980s, then re-keyed at the desk. We rebuilt the inspector's day around an offline-first tablet app, and redesigned claims intake around the structured record the field actually sends in.
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The same systems-thinking approach, applied to different operational shapes. Workflow, lifecycle, field ops, and quoting all have one thing in common: when the org chart is part of the product, design has to be too.
Supporting projects across insurance, investment platforms, and digital banking — each a different shape of the same operational design problem.
Enterprise products fail when designers solve for the interface and ignore the org chart. I spend the first weeks mapping who hands off to whom, where the work queues, and which spreadsheet is secretly running the business.
The most expensive thing in a regulated environment is over-designing. I push hard for the version that solves the operational problem now, leaves clean seams for what comes next, and doesn't ask compliance to re-review the whole thing in six months.
UAT, training, the awkward Tuesday in production when the operations lead doesn't know where their queue went — that's where design gets validated. I treat shipping as the middle of the project, not the end.
Fifteen years designing the products that financial institutions, insurers, and regulated platforms actually run on — not the marketing site, not the consumer app, the part where the work happens.
I've sat with traders, claims adjusters, branch staff, compliance officers, and field inspectors. I've designed for tablets that get dropped in basements and dashboards screenshotted into regulatory filings. I've shipped inside organizations where "move fast and break things" would get you fired — and learned that the constraint is usually the most interesting part of the brief.
I most recently served as Senior Product Designer at RBC Capital Markets through May 2026, and am open to Lead and Principal-level conversations in Canada and the US — particularly enterprise SaaS, fintech, and operational platforms.
Taking on a small number of Lead and Principal-level conversations this quarter. Tell me what's broken.
aasthatuteja@gmail.com