RantSports: products and design leadership

From March 2025 to September 2026, I led the RantSports design team across product design, design engineering, and marketing design, and later reduced its size. As Head of Design, I owned hiring, performance, and exit decisions alongside product work, presentations, and design reviews. The challenge was to keep improving the products while reducing repeated design work and frontend handoffs.

Taking sports products beyond isolated screens

For the METARATINGS redesign, I brought navigation, the match center, news, bookmaker ratings, and product modules together in a working web prototype. The Figma-to-IDE case shows how review moved from isolated design frames into an implemented product, while the METARATINGS brand platform documents the shared visual system. The prototype was deployed; further development was later put on hold because there was no capacity to continue.

I also built NextSport, a sports and esports publishing platform with editorial tools and product analytics. It reached a public release and was handed over for ongoing support; the public NextSport case records the broader delivery.

One design system across the product portfolio

I brought the RantSports product portfolio onto one design system: the WINSCORE app, METARATINGS, RantSports, Telecom Asia, other regional websites, and internal applications. Teams could reuse components and interaction patterns across products instead of rebuilding them separately.

WINSCORE brings scores, matches, tournaments, teams, and players into a native app. I designed the native experience from the ground up, defining its information architecture, core product flows, and complete UX/UI. Its tokenized UI kit supports ongoing native development and expansion to the web.

The redesign and time-to-market case covers the shared product foundation, and the onboarding redesign shows one focused journey built on top of it. Shared components and light and dark themes let regional work build on the same design decisions instead of recreating the interface.

The redesign combined a competitive benchmark with work on screens and components. I linked Confluence requirements and Figma designs in both directions, so a reviewer could move from a requirement to its screen and trace a design decision back to its context.

The product also had a separate web implementation, WoWscore. Native and web work continued with the product team after handover.

native apps, websites, and internal tools

One system

The library made those shared decisions visible through tokens, variables, and reusable components.

Tokens and variables

Reworked component study

Making the partnership proposition presentable

I built a METARATINGS partner pitch explaining the CPA proposition, how the partnership would work, and the questions to settle before a pilot.

I also worked on the METARATINGS and WINSCORE brandbook so product and marketing teams had shared rules for their materials. The brand systems were handed over to their respective teams.

Partner pitch cover

Editorial operating model

Sports product experience

Making design decisions usable in implementation

The shared system needed a way to carry design decisions into implementation. For METARATINGS web, Storybook exposed component states for frontend handoff. For WINSCORE, the native UI kit carried that role. Design Portal collected the methodology, review criteria, and repeatable production paths in one place.

Handoffs combined a task with a Screen Flow and annotations on individual components. Complex scenarios also received a UserFlow to explain branching behavior that a sequence of screens could not show on its own. This gave developers both the screen-level change and the logic connecting the states.

Bringing repeatable landing-page production into design

Repeatable landing-page production moved into design, removing the routine frontend handoff from that work. I reviewed design quality and coached the remaining designer to own delivery independently. I also documented critical processes and handoffs to reduce reliance on individual knowledge.

Clarifying ownership and readiness

Requests had arrived through direct messages and separate Figma files. I centralized intake, priorities, capacity tracking, and reporting in YouTrack. Weekly planning, dashboards, and stakeholder reporting made workload, delivery, and hiring needs visible. I also prepared an AI validator for task goals, readiness, and review evidence; it remained in read-only testing at handover.

I worked on an MVP working agreement separating Product, UX, and Analytics responsibilities, with readiness criteria, acceptance criteria, and a defined review process. It also allowed lighter treatment for local changes. Some decisions remained open at handover, so this was a developing delivery contract rather than a fully adopted operating model.

Reading the delivery results in context

For cycle time, completion within 14 days, and reopening after Done, the comparison is August 2026 against August 2025. Completed story points use the separate January–May comparison.