Leading design at FYERS: from a relay to owners

FYERS is an Indian brokerage with over a million customers. I lead product design across seven of its verticals as Senior Product Design Manager, reporting to the AVP of Product. My own team is five designers today and was eight at its largest.

Since February 2024 the team has shipped 33 features on web and app. Most came after May 2025, when design moved into Product and I took on every vertical: 24 of the 33, and eight of the nine flagship launches, among them FYERS Automate, Stock Screeners, Strategy Builder, Fixed Deposits and Backtest strategies with AI. I set the bar and review every design; each designer owns their problem end to end, and I still design hands-on where it counts, as on Orders.

When I joined FYERS, design ran like a relay: UX, then UI, then development, with a little of the original intent lost at every handoff.

The model took hold, and my own title moved with it, from UX Manager to Product Design Manager. The full argument is in the essay One designer, whole problem.

I joined under the CXO, leading design for three verticals: Trading, Options and Onboarding.

The first change came in May 2025, when design moved into the Product organisation. I moved across with eight designers and took on every vertical, reporting directly to the CPO, who is also one of FYERS’s co-founders.

The second came six months later, when the visual designers joined Product too. To keep the load even, Onboarding and Mutual Funds went to another Design Manager, and I kept seven verticals: Trading, Options, Automate, FIA, Markets, Institutional and Reports. Today I report to the AVP of Product.

Each designer owns their problem end to end. My part is the bar they work to and the review every design goes through.

Review runs two ways. Designers bring a blocker to me as soon as they hit it, so nothing waits for a meeting, and every piece of work gets a final review when the design is done. A stand-up every other day keeps me across where each designer stands.

Every design is reviewed twice: first by its product manager, then by me. I prefer the designer to walk me through it in person. The feedback goes into Figma as comments, or into notes for the AI-generated version.

I also set one bar every design has to clear before it reaches me:

• Every state designed: empty, loading, error and edge cases, not just the happy path.
• Built from the design system: shared components, no one-off styles.
• Web and app together: both platforms designed at once, not one after the other.
• Real data: real prices, symbols and long values, not placeholder text.

Since then, developers come back with fewer questions during build, and reviews with me are faster, because the basics are already covered.

We ran two in-house hiring drives as the CXO’s design organisation grew to 28 people.

I ran the second round. The candidates I put forward went on to a final round with the CXO, who made the offers.

Alongside the features, FYERS reworked how the product looks three times in seven months. Each ran under my management, and my team did the design:

• August 2025: the all-new FYERS experience, on the app first and on the web in September. It was FYERS’s first push to unify web and app on one design system.
• November 2025: a second complete revamp, after a change to the product brand.
• March 2026: a web-only revamp of how certain sections look.

The last two went out quietly, with no announcement.

I still take on selected work myself. I designed FYERS’s first unified Orders section, every screen on web and app, and took Wealth 360 from a PRD to Flutter-ready web and mobile with around 70% less front-end effort, by the front-end team’s estimate. It is how I know what I am asking for when I ask for it.