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Orkun Camgoz

Principal Experience Designer · Sydney, Australia

Design leadership for messy enterprise problems

Twenty years in banking, government, SaaS and health, making complex systems legible so better decisions get made.

What I do

Four kinds of work I keep coming back to

Each one shows up at every stage of my career. The scale changed; the instinct didn't.

Making complexity legible

Systems thinking, service blueprints and ecosystem maps. Turning a mess into something a room can point at.

Proof looks like: A map that changed what the organisation believed about itself.

Designing the whole service, not the interface

Employee and customer experience as one system. Banker tools, operations, policy, data and channels designed together.

Proof looks like: Employee-side design that produced a measurable customer-side result.

Shaping decisions, not just solutions

Discovery, product strategy and prototypes used as arguments. Research framed as de-risking the decisions that matter.

Proof looks like: A decision that changed because of evidence I produced.

Scaling design beyond myself

Patterns, frameworks, governance, coaching and ways of working. Making the practice better, not just the product.

Proof looks like: Something other teams now use without me in the room.

The arc

Understanding the problem is worth more than designing the solution. What changed is the size of the problem

Senior

“How should this work?”

I learned to make things work for people, and that most usability problems are upstream problems in disguise.

Lead

“What should we build, and why?”

I started owning problems end to end, and learned that the hardest part of design in large organisations is alignment.

Principal

“What problem should we solve, and how do we align on it?”

I now work on the organisation itself: programs, operating models, practices. Clarity is the product.

Let’s talk

If you’re working on something complex and want a design leader who starts with the problem, I’d like to hear about it.