Emin Gölemen

At Reiterate, my role sits across product design and product management, working directly with the CEO to shape both the product direction and the shipped experience. I've worked from early problem framing and concept exploration through design, iteration, and launch on an AI-native automation product for accountants. The product helps teams automate repetitive accounting tasks through a chat interface connected to their accounting software.

Because the product was still being shaped, the work often moved between product decisions and interface decisions: what the automation should expose, where users needed control, and how much confidence the system had to show.

The core design challenge was trust. In financial work, users cannot treat AI as a black box. Accountants need to understand what the system is doing, verify the source data behind its decisions, and stay in control before anything is posted.

That led us to structure the product around visibility and control. Instead of hiding the automation behind a single chat response, we designed the workflow as a visible canvas. Each step is connected and inspectable, with its own conversation, output, reasoning fields, and confidence rating. Users can open the original invoice files with one click to compare extracted data against the source.

The experience also needed clear points of control. There is always a final approval checkpoint before posting into accounting software, and the AI can request approval mid-process when confidence is low. If something fails, users can restart from the failed step instead of rerunning the whole workflow, saving time, cost, and trust.

This work shaped how I think about AI product design. The interface has to support delegation without hiding uncertainty. Users need to understand not only what happened, but why it happened, what still needs their attention, and how to recover when the system gets something wrong.

At Hub88, part of Yolo Group, one of the larger initiatives I worked on was HubConnect, a B2B platform used by game suppliers, iGaming operators, and internal operations teams. The work sat across product, engineering, legal, operations, and partner-facing teams.

The platform had to serve three groups with different incentives. Operators wanted faster access to games. Suppliers wanted more distribution, but only through partners who had passed the right checks. Internal legal and operations teams needed structure, visibility, and auditability as the platform grew.

That tension became clearest in due diligence. As Hub88 grew, the number of operators using the platform increased roughly 4x. More operators wanted access faster, but the review process still depended on long email threads, PDF forms, and manual back-and-forth with the legal team. What worked at a smaller scale became harder to manage and harder to trust.

We brought the process into HubConnect as a structured due diligence flow. Operators could self-onboard through step-by-step forms, upload required documents, and see what was still missing. Legal teams could review submissions from a task board, track incomplete information, and keep decisions tied to a clearer audit trail. Average due diligence completion time came down from around three months to three weeks, which removed a significant bottleneck from operator onboarding and supported faster platform growth. For suppliers, the process made growth feel safer because access to their games was expanding through a more structured and auditable system.

Working on HubConnect gave me a deeper understanding of platform design in a business-critical setting. The product had to balance speed, risk, control, and growth across external users and internal teams who depended on the same system for different reasons.

At n11.com, I worked on a mobile-first marketplace used by around 30 million unique shoppers each month. Projects brought together researchers, UX designers, UI designers, UX writers, CRO specialists, product owners, and engineers, which made the work more evidence-led, cross-functional, and commercially aware.

One of the clearest examples was UçUç Kupon, a personalized loyalty and coupon experience. The challenge was not just making coupons visible. It was helping shoppers understand what they had earned, what it was worth, where it applied, and how to use it without slowing down the purchase journey.

My work covered the full mobile experience: discovery surfaces, coupon wallet, points history, coupon creation, sending points to others, and checkout redemption. The product had to make a complex incentive system feel simple at shopper speed.

Another major area was optimization work such as the product detail page revamp, focused on helping shoppers evaluate products faster on mobile by tightening the hierarchy around price, promotions, reviews, seller trust, delivery details, and the primary action. Research and A/B testing helped separate what looked clearer in design review from what actually helped shoppers move through the purchase journey. Across the larger initiatives I contributed to, we saw around a 25% relative lift from a roughly 2% conversion baseline.

Beyond individual product initiatives, I helped build and maintain the design system from the ground up, supported the team's migration from Sketch to Figma, and created more repeatable design workflows as new product needs emerged. That work made quality less dependent on individual effort and more supported by shared systems, habits, and tooling.

At ForInvest, I designed user flows, interfaces, prototypes, design guidelines, and shared systems for new and white-labeled investment products. The work covered multiple financial product areas, with a focus on reusable patterns that could stay consistent across branded variants without slowing future product work.

Another part of the work was MetalsLive, a market terminal for London Metal Exchange data. Unlike consumer investment apps, it was designed for professionals who needed dense market data, news, and customizable widgets visible throughout the day.

At Tendon, I owned product design across B2B and B2C health and fitness products, moving from early research and user interviews into flows, wireframes, and UI. The work was focused on turning early product direction into clearer experiences for both professional and consumer users.