Team Internet

Product Strategy & Vision
•	Developed 3-year product strategy, aligning portfolio initiatives with business objectives.
•	Led discovery processes to identify market opportunities, resulting in 32+ product launches.
•	Established product management way of working, improving prioritisation effectiveness by 40%.
•	Created standardised product management practices, enhancing team efficiency and collaboration by 50%.
Product Development & Delivery
•	Managed end-to-end product lifecycle.
•	Established discovery and delivery rhythms, reducing time-to-market by 35%.
•	Developed and maintained product roadmap.
•	Created and validated product requirements through user research and analysis.
•	Introduced new design language and processes, achieving 100% improvement in design consistency.
•	Created all new designs for each initiative. 
Customer & Business Impact
•	Conducted user research and synthesized insights to inform product decisions.
•	Optimised customer journeys, resulting in improvement user experience.
•	Created and tracked success metrics across product portfolio.
•	Analysed product performance data to identify optimization opportunities.
Stakeholder Management & Leadership
•	Led cross-functional teams across engineering, and business units.
•	Established strong relationships with key stakeholders through regular communication and alignment sessions.
•	Introduced Agile methodologies resulting in 30% increase in team output.
•	Created and maintained product documentation and communication frameworks.

Senior Product Manager (Australia)

Swyftx

•	Established product management best practices, improving team efficiency and collaboration by 20%.
•	Created and maintained product documentation and communication frameworks.
•	Established strong relationships with key stakeholders through regular communication and alignment sessions.
•	Delivered integration with NZ Merchant Payment Provider, enabling international expansion.
•	Reduced technical debt by 20%, enhancing system performance and reliability.
•	Mentored junior product managers and provided guidance on best practices.

Product Manager

Genie Solutions

•	Delivered a $5M product upgrade across three teams, aligning with strategic business goals.
•	Introduced product management processes, leading to a 20% increase in team productivity.
•	Managed multiple roadmaps and backlogs, achieving improvements in task prioritisation.
•	Streamlined release activities, reducing production issues by 30%.
•	Facilitated Scrum ceremonies, boosting cross-team collaboration and transparency by 25%.

Patient Zero Pty Ltd

•	Conducted requirements analysis, increasing accurate translations and product success by 30%.
•	Facilitated Agile ceremonies, driving 35% improvement in collaboration and client satisfaction.
•	Delivered key projects, including a fitness class scheduling rebuild for a $1B industry leader, resulting in continued client partnerships.
•	Optimised a sales app for payment and conversion rate improvements, enhancing customer journey experiences.

Product Owner

Mining Leaders Group

•	Designed and launched the Mining Leaders Accelerator, leading to $500K in equity acquisition and a 25% increase in startup success rates.
•	Built an executive leadership self-assessment tool, expediting decision-making for leadership teams.
•	Implemented digital marketing campaigns, increasing effectiveness and engagement by 40%.
•	Revamped company processes, improving operational efficiency.

Business Analyst (Agile) (Contract)

Merakium

- Managed international cross-cultural team of 8, overseeing content creation, development, and marketing.
- Developed strategic, marketing, business, and operational plans, improving organizational alignment.
- Designed workflow and process mapping, enhancing process efficiency by 30%.

Manager

Bond University

Program Manager

ilab Accelerator

Program Coordinator

I help SaaS founders and product teams turn feedback into amazing products

Tres West

Hey, I’m Simon. A dad, a Geordie, and a designer who helps B2B SaaS companies turn confusing products into experiences people actually enjoy using.

I’ve worked on 30+ products, collaborating closely with founders, product managers, and engineers to fix the UX problems that cost customers and revenue.

I don’t do long research reports or get hung up on processes for the sake of it.

My approach is flexible and pragmatic: we figure out what the problem is, wireframe solutions, iterate to high-fidelity prototypes, and launch fast.Always keeping the user front and centre.

Here’s what that looks like in practice:

- 25% uplift in paid conversions + 2X ACV (SendX)- 30% revenue increase (SiteGuru)
- Upsold existing clients + converted new customers (RealTyme)
- Faster launch to win early customers (Ring4)

I love the variety of projects I get to work on: from payroll to email marketing software. And I love seeing founders and teams get excited about their product again.

It’s rewarding to know that the work I do not only improves the product but rejuvenates the entire team.

When I’m not designing, you’ll find me in Newcastle with my family, following football (I’m a recovering Manchester United fan), testing new tech, or spotting great, and sometimes terrible, UX in the wild.

If you want to fix your UX and create a product that actually converts and retains customers, DM for a chat.

Simon McCade

UX design for early-stage vs for growth stage products.
Why the work feels so different:

There are two very different types of UX project. 
Both can be brilliant in their own way.

When I’m brought into an established SaaS product that already has paying customers and clear product market fit, the work feels grounded. 

There’s real data, real feedback and usually a clear sense of where the value is. 

You can add a huge amount here because every improvement ripples out to users who already rely on it. It’s steady and it’s satisfying.

Working on an MVP is a different energy entirely. 

You’re shaping something from thin air and you’re working closely with a founder who has a vision but no market proof yet. 

When they’re properly backed and have the budget to do it well, these projects can be exciting. 

You get to lay the foundations and steer the whole experience from day one.
Seeing a founder light up when their idea finally takes shape is always a lovely moment.

But I’ll be honest, MVPs can be hard work. 
Lots of unknowns. 
Scope that changes weekly. 

And without solid funding, the budget can become a bit of a battle. 

Starting from ground zero does mean fewer constraints between design and dev though, which can be a real breath of fresh air.

Both types of project stretch different muscles. Both can be rewarding. The important thing is knowing which one you’re walking into and making sure the setup is right from the start.

__

Hey, I'm Simon!
I'll help you fix your UX, so trial users convert and customers stick.
Follow me, Simon McCade, for regular design tips
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📌 DM me for a chat

I help B2B SaaS companies convert & retain more customers through better product design.

Canva’s done an incredible job democratising design, but this dashboard is crying out for a spring clean. Cut the clutter, bring back the personality, and give users more control.

It’s busy, repetitive, and oddly impersonal for a brand that prides itself on creativity and clarity. 

Here’s where it could do with a serious tidy-up. 👇 

𝗜𝗻𝘃𝗶𝘁𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝗶𝘀 𝗯𝘂𝗿𝗶𝗲𝗱.
If Canva wants teams to collaborate, why hide the button in grey? Make it loud and proud.

𝗧𝗵𝗲 𝗖𝗿𝗲𝗮𝘁𝗲 𝗯𝘂𝘁𝘁𝗼𝗻’𝘀 𝗮 𝗯𝗼𝘁𝘁𝗹𝗲𝗻𝗲𝗰𝗸.
For a tool that’s all about speed and flow, one button for everything is a pain. Split it out so users can jump straight into the right type of design.

𝗧𝗵𝗲 𝗱𝗮𝘀𝗵𝗯𝗼𝗮𝗿𝗱 𝗳𝗲𝗲𝗹𝘀 𝗿𝗼𝗯𝗼𝘁𝗶𝗰.
What will you design today? is fine, but where’s the warmth? A simple greeting with a name would make it feel like Canva actually knows who I am.

𝗧𝗵𝗲 𝗶𝗰𝗼𝗻𝘀 𝗮𝗿𝗲 𝗮𝗻𝘆𝗼𝗻𝗲’𝘀 𝗴𝘂𝗲𝘀𝘀.
Doc? Sheet? What do they actually do? A few hover tooltips would fix that in minutes.

𝗥𝗶𝗴𝗶𝗱 𝗹𝗮𝘆𝗼𝘂𝘁.
Why can’t I reorder the top design types? It’s 2025 people work differently, let them customise it.

𝗦𝗵𝗮𝗿𝗲𝗱 𝘃𝘀. 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗽𝗿𝗼𝗷𝗲𝗰𝘁𝘀 𝗮𝗿𝗲 𝗮 𝗺𝗲𝘀𝘀.
I shouldn’t have to squint to work out what’s mine and what’s shared. It’s confusing and slows people down.

𝗧𝗵𝗲 𝗛𝗲𝗹𝗽 𝗯𝘂𝘁𝘁𝗼𝗻’𝘀 𝗽𝗼𝗶𝗻𝘁𝗹𝗲𝘀𝘀.
A static question mark buried in the corner isn’t helping anyone. Make it contextual, make it useful, or remove it entirely.

Canva’s a great product, no question. It’s slick, it’s powerful, and it’s made design accessible to millions. 
But let’s be honest: the dashboard feels like it’s been designed by committee.

It’s not about changing what Canva is, it’s about helping it live up to its own promise of being beautifully simple.

What do you think? Let me know in the comments: 👇 
__

Hey, I'm Simon!
I'll help you fix your UX, so trial users convert and customers stick.
Follow me, Simon McCade, for regular design tips
📌 Repost if you found this useful
📌 DM me for a chat

Everyone thinks good design comes AFTER growth. But, in my experience, good design CREATES growth. This client is the perfect example of that:

A few years back, RealTyme got in touch. 

They’d built a secure communication platform used by some of the most security-conscious organisations in the world. Governments, global enterprises, defence teams. 

But as the platform grew, so did the challenge of keeping everything clear, consistent, and easy to use. 

It’s something I see quite often, a great product that’s evolved quickly, and now needs to bring the design up to the same level as the tech.

So we took it one step at a time. Over three and a half years, I worked closely with their team to:

🔸Redesign the product experience end-to-end
🔸Establish a new visual language so everything felt consistent
🔸Build a design system to help their engineers move faster and more confidently
🔸Gradually shift the product from being sales-led to product-led

None of it happened overnight. But bit by bit, the experience started to feel purposeful, cleaner, and more connected.

The result was a product that not only looked better, but worked better. 

Users could get started faster, support requests dropped, and RealTyme saw a real commercial impact. Happier customers, stronger retention, and more conversions.

As their CEO, Onur, said afterwards:
'We not only gained competitive advantage but also increased customer satisfaction which started to pay off commercially by upselling through existing clients and converting new ones.'
__

Hey, I'm Simon!

I'll help you fix your UX, so trial users convert and customers stick.
Follow me, Simon McCade, for regular design tips
📌 Repost if you found this useful
📌 DM me for a chat

I’ve never seen a discount fix a value problem in SaaS. 
Yet every November we give it another go... 🙄 

Every year around this time I see the same thing happen across SaaS. 

Big Black Friday discounts like this one from Adobe start flying about and for a moment it all feels a bit frantic. 

I get why teams do it. It brings people in the door quickly and it gives the numbers a short term lift. The trouble is what happens next.

When someone signs up because of a heavy discount, their expectations rarely match what the product is actually worth. Retention becomes harder. The relationship starts off on the wrong foot. 

One SaaS company that seems to understand this better than most is Notion. 

They never run Black Friday sales. They hold the line on their pricing because they know the value they deliver and they stick to it. 

For SaaS founders this is worth thinking about. When you start cutting money off the price, even with the best intentions, you might be training customers to wait for the next offer rather than building a stable long term relationship. 

Holding your ground on price can feel uncomfortable in the moment but it often pays off in the quality of the users you attract and keep.

__

Hey, I'm Simon!
I'll help you fix your UX, so trial users convert and customers stick.
Follow me, Simon McCade, for regular design tips
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Founders often come to me feeling stuck. They’ve reached the  ‘Something feels off but we can’t put our finger on it’ stage. Design has become a bottleneck. Here’s why:

The front-end engineers are doing their best to make it look good and make it work, but design isn’t really in their wheelhouse. 

Things slow down. Progress stalls.

If you’re running a SaaS, but growth is slowing, design isn’t just about polish. It’s a growth lever.

And by the time I get involved, it’s usually reached the ‘stuck’ stage.

Here’s what I’ve learned after 12 years of helping teams through this:

📌 Early design decisions compound. 
What starts as a quick fix can turn into design debt that’s hard to unravel later.

📌 Founders put off design for too long. 
It feels non-essential at first, but once you’ve got users, design is growth. 

It’s what reduces friction, shortens time-to-value and helps turn trial users into paying customers.

📌 Calm comes from clarity. 

Once we map out the product experience, founders go from feeling “stuck” to feeling in control again.

Make your product easier to use, quicker to learn, and it’ll start doing more of the heavy lifting for you.
__

Curious if you’ve felt that same “bottleneck” moment?
What helped you move past it?

Hey, I'm Simon!
I'll help you fix your UX, so trial users convert and customers stick.
Follow me, Simon McCade, for regular design tips
📌 Repost if you found this useful
📌 DM me for a chat

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Tres West

Simon McCade

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taplio

The Battle

Tres West

Simon McCade

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Simon McCade's LinkedIn Performance

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