Rasmus Landgreen

At Nordea, the challenge was not designing interfaces but enabling better decisions in a highly complex product environment. With users handling massive transaction volumes every day, the real task was to understand behaviour, priorities and risk across scale.

By leading research efforts, facilitating cross team collaboration and working closely with stakeholders, we translated complexity into clear product direction. Alongside the product work, I helped build and coach a team of designers and researchers, while coordinating design efforts across a large, distributed organisation.

Bemakers set out to modernise a fragmented and highly regulated beverage market. Starting from scratch, the challenge was to understand where a digital product could genuinely create value and which problems were worth solving first.

As the sole designer, I worked end to end across product vision, user research and prototyping, collaborating closely with founders, developers and external consultants. Through continuous discovery and rapid iteration, I helped shape core workflows, explore product–market fit and establish effective design and development practices suited for an early stage product.

Zetland was founded on a frustration with fast paced, attention driven news and its impact on society. The ambition was not to produce more information, but to create a calmer, more meaningful way of understanding the world.

Working closely with the founders, I helped translate this vision into a product that could be launched and used in practice. I shaped the core product experience from idea to launch, making decisions that balanced editorial values, usability and real world constraints.

At Podio, I worked in a design management role after the company had been acquired by Citrix. I led designers across multiple products within a collaborative platform used by teams worldwide, focusing on setting direction, supporting designers in their daily work, and strengthening collaboration between design, product and engineering.

A key part of my role was operating in a post-acquisition environment, where ways of working, expectations and organisational structures were evolving. I worked to align design efforts across products, establish shared practices, and maintain quality and coherence while navigating increased scale, new stakeholders and enterprise constraints.

Working as a UX designer through a design consultancy, I contributed to the exploration and development of mobile banking experiences focused on investments, assets and long-term financial planning within a large financial institution.

The work centred on understanding how complex financial information could be presented in ways that support clarity, trust and informed decision-making. Through extensive user research, iterative testing and close collaboration with stakeholders, we explored experience principles, product concepts and future-oriented scenarios to help shape direction in an early and exploratory phase. © NOA Ignite

Working on Issuu meant helping transform an embeddable flipbook tool into a fully fledged content discovery platform used by millions of people worldwide. The product operated at significant scale, with a rapidly growing user base and clear commercial ambitions.

My work focused on using design to support business goals, balancing usability, discoverability and growth. Through experimentation, iteration and close collaboration across disciplines, we explored how design decisions could drive engagement, distribution and value creation at scale. This was where I first learned how product design connects directly to measurable business outcomes.

As part of a small experimental team within DR Nyheder, I worked on exploring what a new mobile news experience could look like inside a large, established public organisation. The work brought together journalists, editors, developers and design in a setup inspired by intrapreneurial and experimental product teams.

The focus was on rapid prototyping, real world testing and learning early. We tested concepts directly with users, including guerrilla testing in public spaces, and used insights to iterate quickly. Much of the value of the work lay in navigating organisational constraints while still creating space for experimentation, collaboration and product thinking within a legacy structure.