How to Choose a UX Consultant for an Enterprise Product

Direct answer

How to Choose a UX Consultant for an Enterprise Product is best approached as a product decision problem, not a styling exercise. The strongest implementation connects role definition, seniority, and portfolio evidence to a clear user outcome, then validates the result with evidence rather than intuition alone. For teams working across MENA, Arabic, English, or complex digital products, the details matter: language, role, risk, context, and operational constraints can change what a 'best practice' should look like. A practical process is to define the decision, map the workflow, identify the riskiest assumptions, prototype with realistic content, test the edge cases, measure the outcome, and document what the team learns. This guide treats How to Choose a UX Consultant for an Enterprise Product as a working product problem: something that can be diagnosed, designed, tested, and improved rather than memorized as a rule.

1. Role definition
2. Seniority
3. Portfolio evidence

Key takeaways

• Role definition: role definition should be defined early enough to influence architecture, not added during visual polish.
• Seniority: Treat seniority as a testable product decision with an owner and a success signal.
• Portfolio evidence: Document portfolio evidence explicitly so design and engineering do not resolve it differently.
• Research capability: Use realistic content to validate research capability; placeholder data can hide important failures.
• Product thinking: Connect product thinking to user behavior and business risk rather than treating it as a style preference.

Why this topic deserves a systems view

Most articles about How to Choose a UX Consultant for an Enterprise Product stop at a definition or a list of patterns. That is useful for orientation, but it is rarely enough to make a high-stakes product decision. Real products contain contradictory requirements: business goals, user expectations, technical limitations, accessibility needs, legacy behavior, and deadlines all compete for attention. The job of Hiring UX & Product Design is to turn those constraints into an experience that is understandable, efficient, recoverable, and measurable. That requires more than copying examples from popular apps. The pattern that works in one product may fail in another because the user is more expert, the task is riskier, the language changes, or the cost of an error is higher. This guide therefore treats How to Choose a UX Consultant for an Enterprise Product as a system. It covers the concepts to reason about, a repeatable implementation process, realistic scenarios, MENA considerations, measurement, common failure modes, and a final checklist you can use during design review.

The core principles

1. Role definition

Teams often notice Role definition only after something breaks. A stronger approach is to treat it as part of the product model from the beginning. In the context of How to Choose a UX Consultant for an Enterprise Product, role definition matters because it changes the quality of the decision a user can make with the information and controls available at that moment. It also interacts with risk; improving one while ignoring the other can move friction rather than remove it. For a product team, the practical implication is to review case-study reasoning, not visual polish alone. Separate what the team knows from what it assumes, then design the research around the riskiest assumption. A useful validation signal is delivery predictability, but the number should be read alongside qualitative evidence so the team understands why behavior changed. One recurring failure mode is choosing only on hourly rate. The correction is not a universal pattern; it is a clearer hypothesis, realistic content, and a test that matches the actual task.

2. Seniority

Teams often notice Seniority only after something breaks. A stronger approach is to treat it as part of the product model from the beginning. In the context of How to Choose a UX Consultant for an Enterprise Product, seniority matters because it changes the quality of the decision a user can make with the information and controls available at that moment. It also interacts with research capability; improving one while ignoring the other can move friction rather than remove it. In practice, that means choose freelance, consulting, or full-time based on continuity needs. Treat the first design as a hypothesis and keep a visible trail from evidence to decision. A useful validation signal is quality of decisions, but the number should be read alongside qualitative evidence so the team understands why behavior changed. One recurring failure mode is writing vague briefs. The correction is not a universal pattern; it is a clearer hypothesis, realistic content, and a test that matches the actual task.

3. Portfolio evidence

The useful way to think about Portfolio evidence is not as a cosmetic layer, but as a decision system that shapes what users understand, trust, and do. In the context of How to Choose a UX Consultant for an Enterprise Product, portfolio evidence matters because it changes the quality of the decision a user can make with the information and controls available at that moment. It also interacts with engagement model; improving one while ignoring the other can move friction rather than remove it. A stronger decision is to evaluate research and measurement capability. Treat the first design as a hypothesis and keep a visible trail from evidence to decision. A useful validation signal is retention or repeat engagement, but the number should be read alongside qualitative evidence so the team understands why behavior changed. One recurring failure mode is writing vague briefs. The correction is not a universal pattern; it is a clearer hypothesis, realistic content, and a test that matches the actual task.

4. Research capability

Research capability becomes valuable when it reduces uncertainty for both the user and the product team. In the context of How to Choose a UX Consultant for an Enterprise Product, research capability matters because it changes the quality of the decision a user can make with the information and controls available at that moment. It also interacts with communication; improving one while ignoring the other can move friction rather than remove it. In practice, that means choose freelance, consulting, or full-time based on continuity needs. Separate what the team knows from what it assumes, then design the research around the riskiest assumption. A useful validation signal is time to productive contribution, but the number should be read alongside qualitative evidence so the team understands why behavior changed. One recurring failure mode is writing vague briefs. The correction is not a universal pattern; it is a clearer hypothesis, realistic content, and a test that matches the actual task.

5. Product thinking

Good Product thinking work starts before high-fidelity screens. It begins with the behavior, constraint, and outcome the team is trying to improve. In the context of How to Choose a UX Consultant for an Enterprise Product, product thinking matters because it changes the quality of the decision a user can make with the information and controls available at that moment. It also interacts with evaluation; improving one while ignoring the other can move friction rather than remove it. The design consequence is to evaluate research and measurement capability. Treat the first design as a hypothesis and keep a visible trail from evidence to decision. A useful validation signal is delivery predictability, but the number should be read alongside qualitative evidence so the team understands why behavior changed. One recurring failure mode is hiring for tool lists. The correction is not a universal pattern; it is a clearer hypothesis, realistic content, and a test that matches the actual task.

6. Collaboration

The central question behind Collaboration is simple: what must be true for a user to move forward confidently and successfully? In the context of How to Choose a UX Consultant for an Enterprise Product, collaboration matters because it changes the quality of the decision a user can make with the information and controls available at that moment. It also interacts with seniority; improving one while ignoring the other can move friction rather than remove it. In practice, that means match seniority to ambiguity and ownership. Use research, production data, support evidence, and usability observation together rather than letting one signal dominate. A useful validation signal is retention or repeat engagement, but the number should be read alongside qualitative evidence so the team understands why behavior changed. One recurring failure mode is expecting one person to cover every specialty. The correction is not a universal pattern; it is a clearer hypothesis, realistic content, and a test that matches the actual task.

7. Domain experience

The central question behind Domain experience is simple: what must be true for a user to move forward confidently and successfully? In the context of How to Choose a UX Consultant for an Enterprise Product, domain experience matters because it changes the quality of the decision a user can make with the information and controls available at that moment. It also interacts with research capability; improving one while ignoring the other can move friction rather than remove it. A stronger decision is to choose freelance, consulting, or full-time based on continuity needs. Separate what the team knows from what it assumes, then design the research around the riskiest assumption. A useful validation signal is stakeholder confidence, but the number should be read alongside qualitative evidence so the team understands why behavior changed. One recurring failure mode is overweighting Dribbble-style visuals. The correction is not a universal pattern; it is a clearer hypothesis, realistic content, and a test that matches the actual task.

A practical framework you can use

A useful framework for How to Choose a UX Consultant for an Enterprise Product should help a team move from an ambiguous problem to a testable product decision. The sequence below is intentionally lightweight: it can fit a focused audit, a discovery sprint, or a larger redesign. Do not treat the steps as a rigid waterfall. Research can change scope, testing can reveal a missing requirement, and production data can force a team to revisit the initial diagnosis. For How to Choose a UX Consultant for an Enterprise Product, the quality bar is simple: each step should leave evidence behind and make the next decision easier to explain.

Step 1: Define the business outcome before the job title. For How to Choose a UX Consultant for an Enterprise Product, start by writing down the specific decision or behavior this step is meant to improve. Connect it to communication so the work does not become an isolated screen exercise. Use real constraints, representative content, and the closest available production data. Define a baseline for stakeholder confidence when possible, or at least a clear qualitative success criterion when quantitative measurement is not yet available. Review the step with design, product, engineering, and the people who understand the operational edge cases. Record what changed, what evidence supports the change, and what remains uncertain; this makes later iteration faster and reduces design-by-opinion.

Step 2: Evaluate research and measurement capability. For How to Choose a UX Consultant for an Enterprise Product, start by writing down the specific decision or behavior this step is meant to improve. Connect it to engagement model so the work does not become an isolated screen exercise. Use real constraints, representative content, and the closest available production data. Define a baseline for stakeholder confidence when possible, or at least a clear qualitative success criterion when quantitative measurement is not yet available. Review the step with design, product, engineering, and the people who understand the operational edge cases. Record what changed, what evidence supports the change, and what remains uncertain; this makes later iteration faster and reduces design-by-opinion.

Step 3: Match seniority to ambiguity and ownership. For How to Choose a UX Consultant for an Enterprise Product, start by writing down the specific decision or behavior this step is meant to improve. Connect it to engagement model so the work does not become an isolated screen exercise. Use real constraints, representative content, and the closest available production data. Define a baseline for stakeholder confidence when possible, or at least a clear qualitative success criterion when quantitative measurement is not yet available. Review the step with design, product, engineering, and the people who understand the operational edge cases. Record what changed, what evidence supports the change, and what remains uncertain; this makes later iteration faster and reduces design-by-opinion.

Step 4: Review case-study reasoning, not visual polish alone. For How to Choose a UX Consultant for an Enterprise Product, start by writing down the specific decision or behavior this step is meant to improve. Connect it to scope so the work does not become an isolated screen exercise. Use real constraints, representative content, and the closest available production data. Define a baseline for stakeholder confidence when possible, or at least a clear qualitative success criterion when quantitative measurement is not yet available. Review the step with design, product, engineering, and the people who understand the operational edge cases. Record what changed, what evidence supports the change, and what remains uncertain; this makes later iteration faster and reduces design-by-opinion.

Step 5: Choose freelance, consulting, or full-time based on continuity needs. For How to Choose a UX Consultant for an Enterprise Product, start by writing down the specific decision or behavior this step is meant to improve. Connect it to role definition so the work does not become an isolated screen exercise. Use real constraints, representative content, and the closest available production data. Define a baseline for retention or repeat engagement when possible, or at least a clear qualitative success criterion when quantitative measurement is not yet available. Review the step with design, product, engineering, and the people who understand the operational edge cases. Record what changed, what evidence supports the change, and what remains uncertain; this makes later iteration faster and reduces design-by-opinion.

Step 6: Ask candidates to explain trade-offs. For How to Choose a UX Consultant for an Enterprise Product, start by writing down the specific decision or behavior this step is meant to improve. Connect it to role definition so the work does not become an isolated screen exercise. Use real constraints, representative content, and the closest available production data. Define a baseline for quality of decisions when possible, or at least a clear qualitative success criterion when quantitative measurement is not yet available. Review the step with design, product, engineering, and the people who understand the operational edge cases. Record what changed, what evidence supports the change, and what remains uncertain; this makes later iteration faster and reduces design-by-opinion.

Working on a real product? If you want an expert review of how these principles apply to your product, contact Osama Ali or send a WhatsApp message. I work across UX research, product design, AI/agentic UX, enterprise products, eCommerce, design systems, and Arabic/RTL experiences.

Applying the ideas: four realistic scenarios

Scenario 1. Imagine a team working on How to Choose a UX Consultant for an Enterprise Product where users can technically complete the task, yet the experience still produces hesitation or rework. The first instinct might be to polish the interface, but the stronger diagnostic is to inspect communication and scope. The team could ask candidates to explain trade-offs, then compare the revised experience against a baseline. Watch retention or repeat engagement and pair it with direct observation or support evidence. If the metric improves but users become less informed or more dependent on support, the solution is incomplete. This is why UX quality should be judged by the whole decision and workflow, not by a single interaction in isolation.

Scenario 2. Imagine a team working on How to Choose a UX Consultant for an Enterprise Product where users can technically complete the task, yet the experience still produces hesitation or rework. The first instinct might be to polish the interface, but the stronger diagnostic is to inspect communication and role definition. The team could define the business outcome before the job title, then compare the revised experience against a baseline. Watch rework rate and pair it with direct observation or support evidence. If the metric improves but users become less informed or more dependent on support, the solution is incomplete. This is why UX quality should be judged by the whole decision and workflow, not by a single interaction in isolation.

Scenario 3. Imagine a team working on How to Choose a UX Consultant for an Enterprise Product where users can technically complete the task, yet the experience still produces hesitation or rework. The first instinct might be to polish the interface, but the stronger diagnostic is to inspect risk and product thinking. The team could choose freelance, consulting, or full-time based on continuity needs, then compare the revised experience against a baseline. Watch rework rate and pair it with direct observation or support evidence. If the metric improves but users become less informed or more dependent on support, the solution is incomplete. This is why UX quality should be judged by the whole decision and workflow, not by a single interaction in isolation.

Scenario 4. Imagine a team working on How to Choose a UX Consultant for an Enterprise Product where users can technically complete the task, yet the experience still produces hesitation or rework. The first instinct might be to polish the interface, but the stronger diagnostic is to inspect portfolio evidence and domain experience. The team could ask candidates to explain trade-offs, then compare the revised experience against a baseline. Watch stakeholder confidence and pair it with direct observation or support evidence. If the metric improves but users become less informed or more dependent on support, the solution is incomplete. This is why UX quality should be judged by the whole decision and workflow, not by a single interaction in isolation.

MENA, Arabic, and bilingual considerations

Even when How to Choose a UX Consultant for an Enterprise Product is not specifically an Arabic UX topic, regional context can change the design. MENA is not one homogeneous market, so a Saudi product, an Egyptian consumer service, and a UAE B2B platform should not inherit the same assumptions by default. For How to Choose a UX Consultant for an Enterprise Product, separate universal product logic from locale, language, regulation, payment, identity, content, or behavior decisions.

Regional consideration — Arabic and rtl experience may be important for regional products. Convert this into a concrete design or research question rather than leaving it as a general cultural statement. For How to Choose a UX Consultant for an Enterprise Product, ask which workflow, label, component, policy, or metric could change because of this constraint. Then validate it with the market and user segment you actually serve. This is more reliable than building a generic 'MENA persona' and treating it as evidence.

Regional consideration — Remote and cross-border contracts need clear expectations. Convert this into a concrete design or research question rather than leaving it as a general cultural statement. For How to Choose a UX Consultant for an Enterprise Product, ask which workflow, label, component, policy, or metric could change because of this constraint. Then validate it with the market and user segment you actually serve. This is more reliable than building a generic 'MENA persona' and treating it as evidence.

Regional consideration — Saudi and uae roles may use product designer titles. Convert this into a concrete design or research question rather than leaving it as a general cultural statement. For How to Choose a UX Consultant for an Enterprise Product, ask which workflow, label, component, policy, or metric could change because of this constraint. Then validate it with the market and user segment you actually serve. This is more reliable than building a generic 'MENA persona' and treating it as evidence.

Regional consideration — Local research access can be a differentiator. Convert this into a concrete design or research question rather than leaving it as a general cultural statement. For How to Choose a UX Consultant for an Enterprise Product, ask which workflow, label, component, policy, or metric could change because of this constraint. Then validate it with the market and user segment you actually serve. This is more reliable than building a generic 'MENA persona' and treating it as evidence.

Regional consideration — English-arabic communication may matter. Convert this into a concrete design or research question rather than leaving it as a general cultural statement. For How to Choose a UX Consultant for an Enterprise Product, ask which workflow, label, component, policy, or metric could change because of this constraint. Then validate it with the market and user segment you actually serve. This is more reliable than building a generic 'MENA persona' and treating it as evidence.

Regional consideration — Sector experience should be weighed against learning ability. Convert this into a concrete design or research question rather than leaving it as a general cultural statement. For How to Choose a UX Consultant for an Enterprise Product, ask which workflow, label, component, policy, or metric could change because of this constraint. Then validate it with the market and user segment you actually serve. This is more reliable than building a generic 'MENA persona' and treating it as evidence.

How to measure whether the design is working

Measurement for How to Choose a UX Consultant for an Enterprise Product should match the user outcome and the business risk. With How to Choose a UX Consultant for an Enterprise Product, one number rarely tells the whole story: a shorter task can still be confusing, a higher conversion rate can hide regret, and lower support volume can mean users abandoned the task. Use a small metric set that combines behavior, quality, and operational impact.

• Time to productive contribution: define the event or observation precisely, segment it where relevant, compare it with a baseline, and pair it with qualitative evidence before drawing a conclusion.

• Quality of decisions: define the event or observation precisely, segment it where relevant, compare it with a baseline, and pair it with qualitative evidence before drawing a conclusion.

• Rework rate: define the event or observation precisely, segment it where relevant, compare it with a baseline, and pair it with qualitative evidence before drawing a conclusion.

• Stakeholder confidence: define the event or observation precisely, segment it where relevant, compare it with a baseline, and pair it with qualitative evidence before drawing a conclusion.

• Delivery predictability: define the event or observation precisely, segment it where relevant, compare it with a baseline, and pair it with qualitative evidence before drawing a conclusion.

• Retention or repeat engagement: define the event or observation precisely, segment it where relevant, compare it with a baseline, and pair it with qualitative evidence before drawing a conclusion.

Before launching a change to How to Choose a UX Consultant for an Enterprise Product, write the expected direction of change and what evidence would make the team reject its own hypothesis. After launch, review How to Choose a UX Consultant for an Enterprise Product by meaningful segments such as language, market, device, role, new versus returning user, or traffic source when those segments are relevant. The purpose of measurement is not to prove that design was right; it is to learn whether the product now supports the intended behavior with less friction, error, or uncertainty.

Common mistakes — and what to do instead

Mistake 1: Hiring for tool lists. This usually happens when a team optimizes the visible interface before understanding the underlying decision or workflow. In How to Choose a UX Consultant for an Enterprise Product, the safer alternative is to state the assumption explicitly, connect it to a user need or constraint, and choose a test that can challenge the assumption. If the team cannot explain what evidence would change its mind, the design decision is probably being treated as preference rather than product reasoning. Document the resolution inside the Hiring UX & Product Design system so the same debate does not restart in every sprint.

Mistake 2: Overweighting dribbble-style visuals. This usually happens when a team optimizes the visible interface before understanding the underlying decision or workflow. In How to Choose a UX Consultant for an Enterprise Product, the safer alternative is to state the assumption explicitly, connect it to a user need or constraint, and choose a test that can challenge the assumption. If the team cannot explain what evidence would change its mind, the design decision is probably being treated as preference rather than product reasoning. Document the resolution inside the Hiring UX & Product Design system so the same debate does not restart in every sprint.

Mistake 3: Using speculative unpaid work. This usually happens when a team optimizes the visible interface before understanding the underlying decision or workflow. In How to Choose a UX Consultant for an Enterprise Product, the safer alternative is to state the assumption explicitly, connect it to a user need or constraint, and choose a test that can challenge the assumption. If the team cannot explain what evidence would change its mind, the design decision is probably being treated as preference rather than product reasoning. Document the resolution inside the Hiring UX & Product Design system so the same debate does not restart in every sprint.

Mistake 4: Expecting one person to cover every specialty. This usually happens when a team optimizes the visible interface before understanding the underlying decision or workflow. In How to Choose a UX Consultant for an Enterprise Product, the safer alternative is to state the assumption explicitly, connect it to a user need or constraint, and choose a test that can challenge the assumption. If the team cannot explain what evidence would change its mind, the design decision is probably being treated as preference rather than product reasoning. Document the resolution inside the Hiring UX & Product Design system so the same debate does not restart in every sprint.

Mistake 5: Writing vague briefs. This usually happens when a team optimizes the visible interface before understanding the underlying decision or workflow. In How to Choose a UX Consultant for an Enterprise Product, the safer alternative is to state the assumption explicitly, connect it to a user need or constraint, and choose a test that can challenge the assumption. If the team cannot explain what evidence would change its mind, the design decision is probably being treated as preference rather than product reasoning. Document the resolution inside the Hiring UX & Product Design system so the same debate does not restart in every sprint.

Mistake 6: Choosing only on hourly rate. This usually happens when a team optimizes the visible interface before understanding the underlying decision or workflow. In How to Choose a UX Consultant for an Enterprise Product, the safer alternative is to state the assumption explicitly, connect it to a user need or constraint, and choose a test that can challenge the assumption. If the team cannot explain what evidence would change its mind, the design decision is probably being treated as preference rather than product reasoning. Document the resolution inside the Hiring UX & Product Design system so the same debate does not restart in every sprint.

Quick-reference answers

What should a team do first?

Start by defining the user decision or workflow affected by How to Choose a UX Consultant for an Enterprise Product, then identify the highest-risk assumption before choosing a UI pattern.

What makes the work credible?

For How to Choose a UX Consultant for an Enterprise Product, credibility comes from traceability: research or production evidence → design decision → realistic prototype → test → post-launch measurement.

Should you copy a best practice?

Use best practices as hypotheses and guardrails, not proof. In How to Choose a UX Consultant for an Enterprise Product, context, expertise, language, risk, and product constraints can change the right pattern.

How much research is enough?

Use enough research to reduce the decision risk in How to Choose a UX Consultant for an Enterprise Product. The required depth depends on novelty, consequence of error, existing evidence, and how reversible the decision is.

What should be documented?

Document the problem, target users, assumptions, constraints, rationale, edge cases, measurement plan, and unresolved questions for How to Choose a UX Consultant for an Enterprise Product.

Implementation checklist

• Define the primary user outcome for How to Choose a UX Consultant for an Enterprise Product.

• Identify the user segments, roles, languages, and markets that materially change How to Choose a UX Consultant for an Enterprise Product.

• Map the end-to-end workflow before optimizing an isolated screen.

• Use realistic content, data, errors, and edge cases in prototypes.

• Record assumptions separately from known facts.

• Test the highest-risk interaction before polishing low-risk details.

• Include accessibility and recovery requirements in the definition of done.

• Instrument the behaviors needed to judge the outcome.

• Review results by relevant segments rather than relying only on an overall average.

• Document decisions and exceptions so the product can scale consistently.

Frequently asked questions

What is the most important principle in How to Choose a UX Consultant for an Enterprise Product?

The most important principle is to connect How to Choose a UX Consultant for an Enterprise Product to a real user decision and a measurable outcome. Patterns such as role definition or seniority are useful only when they reduce meaningful friction, uncertainty, error, or effort. Start from the task and its consequences, not from a component library or a competitor screenshot. Then validate the pattern with evidence appropriate to the risk.

How do I know whether our approach to How to Choose a UX Consultant for an Enterprise Product is working?

For How to Choose a UX Consultant for an Enterprise Product, choose a baseline and a small set of signals such as time to productive contribution, quality of decisions, rework rate. Quantitative change should be paired with observation, interviews, support data, or usability testing so you understand the cause. Segment results when language, market, role, or device can change behavior. Success means the intended outcome improves without creating hidden costs elsewhere in the journey.

Do we need a specialist for How to Choose a UX Consultant for an Enterprise Product?

A dedicated specialist is not mandatory for every case, but How to Choose a UX Consultant for an Enterprise Product becomes riskier when workflows are complex, errors are expensive, the product is bilingual, research access is limited, or the design directly affects revenue or operations. In those situations, a focused audit, research sprint, or short consulting engagement can reduce uncertainty without requiring a permanent role.

How should this work for Arabic or MENA products?

For How to Choose a UX Consultant for an Enterprise Product, specify the country, audience, and language behavior instead of using 'MENA' as a single persona. Test Arabic and English with realistic data and validate local conventions that affect the workflow. One useful question from this cluster is: sector experience should be weighed against learning ability. If a local assumption changes a high-risk decision, research it directly.

What is the role of accessibility?

Accessibility should be part of How to Choose a UX Consultant for an Enterprise Product from the start, not a polish pass. Review keyboard operation, readable hierarchy, focus behavior, error identification, language attributes, zoom/reflow, and assistive technology where relevant. In How to Choose a UX Consultant for an Enterprise Product, accessibility testing can also reveal structural UX problems—unclear sequence, ambiguous labels, weak feedback—that affect many users, not only people using assistive technology.

What should we do after publishing or launching the change?

After shipping a change related to How to Choose a UX Consultant for an Enterprise Product, monitor the agreed metrics and collect support and research signals against the baseline. Revisit the original assumption, record new edge cases, and compare language/market segments before generalizing. Keep a short decision log so the next iteration of How to Choose a UX Consultant for an Enterprise Product follows evidence rather than a calendar ritual.

Need help applying this to your product?

If your team is working on How to Choose a UX Consultant for an Enterprise Product and you want a second pair of eyes on the research, flows, interaction model, design system, or measurement plan, I can help with a focused audit, workshop, research sprint, or end-to-end product design engagement.

Send Osama Ali a WhatsApp message or email os3li94@gmail.com.

Osama Ali is a senior product/UX designer with a Computer Science foundation, working across AI, enterprise products, eCommerce, UX research, design systems, and MENA/Arabic digital experiences.