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Anupriy Kanti · UX Strategist & Content Design Leader · Bengaluru
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Overview at a Glance:
· Spearheaded content design experience for PayZapp (10M+ users at launch + 4.5★+ across App Store and Play Store) along with the design for its credit card module
· Service Designed Loyalty programmes for 650k+ blue-collar professionals, increasing ₹1.77Cr sales on InfraMarket products across 2 business units in 3 months
· After-sales Service Designed with turnaround reduced from 85→63 hrs
· Set up Content Design (as independent departments & profitable functions) in 3 organisations while optimising UX process and workflow at team level, cutting turnaround time for any design work by 60%
· Onboarded by Notion as a Notion Ambassador, having self-created frameworks, processes and workflows.
For details on the case study, open the cards below.
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I lead with outcomes, not job titles. If the problem involves what your product says, how your teams decide, or how experience quality scales, it's likely in my wheelhouse — whether that's full-time leadership, fractional or part-time engagement, or a scoped project.
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For large organisations
Turning experience quality into the terms your board already tracks — delivery risk, cost of rework, retention. Leadership for design and content functions that need building, rescuing or scaling: full-time or fractional, at Director/Head level.
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For startups & scaleups
Systems that let a small team punch above its weight: process set-up that fits your stage (not a big-company template), content-informed design ops, and AI-assisted workflows with governance built in. Project-based or advisory.
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For individuals & teams
Mentoring, coaching and workshops — UX strategy, content craft, storytelling, and building your own decision frameworks so the growth outlasts the session.
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Currently exploring: senior design & content leadership roles (full-time or fractional) and project-based consulting. Get in touch ↓
Seven shipped products. Each card opens into the full story: what I walked into, the calls that mattered, what the numbers say — and what the organisation kept after I moved on.
Shipping is table stakes. These are the times I changed how the organisation itself worked — each one framed the way I framed it internally: as a business case, not a design cause.