Product Design Leader · Enterprise SaaS

Design as
business leverage.

Across international enterprise SaaS, I design the foundations products rely on to scale: shared systems, complex workflows, and the product direction behind them. At DiliTrust, that means legal tech across multiple markets.

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Product impact in numbers

250K
Users across the product suite
€0.5M
Business influenced through accessibility
5
Products in one enterprise legal-tech suite
4
M&A design integrations

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by impact.

Product direction · AI

From document AI
to an AI-Native legal workspace.

Shared product direction adopted by the CPO and used by around six teams.

Product directionvalidated
New business · Matter Management

Six months to market.

Acquired expertise became a suite-native product for legal operations.

€0.9Min ARR 12 months later
Product foundation • Design System

Building the product foundation for M&A scale.

Shared patterns, One Grid and accessibility turned repeated work into reusable infrastructure.

~80%adoption
Leadership

Set direction.
Give people ownership.

I build the context, systems and ownership model that let a small design team influence a larger product organisation without making every decision depend on me.

How I lead
Portrait of Baptiste Guiguet

About.

Over the past 10 years, I’ve worked across product design from independent practice to design leadership in international SaaS. I spent eight years running my own design practice, working across products, clients and business contexts. That experience taught me to move comfortably between product detail, strategy and business decisions.

I brought that experience to DiliTrust, joining as its first Product Designer and building the Design function as the company expanded internationally. Today I lead Design across five enterprise SaaS products, working with Product, Engineering and executives on complex, high-stakes product challenges.

Let’s talk.

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© 2026 Baptiste Guiguet. All rights reserved.
← HomeLeadership

Make design scale without becoming the bottleneck.

My role is to improve the quality of product decisions and create the conditions for designers to operate with autonomy across a multi-product international SaaS organisation.

How I lead

Shared context creates ownership.

Context is the starting point of my leadership. I make sure designers understand the problem, business priorities and expected outcomes, and that this context is shared across the team. With a shared understanding, people can make informed decisions, work with autonomy and take responsibility for the outcomes.

How I scale a team

The conditions for teams to do their best work.

Direction.Set a clear vision, priorities and quality bar so teams understand what matters and why.

Enablement.Put systems, principles, accessibility standards and rituals in place to help teams make better decisions independently.

Ownership.Give designers clear responsibility for their product areas and the authority to move them forward.

Alignment.Build shared, actionable decisions across Product, Engineering and Design.

Management in action

Set the system, then distribute ownership.

01 / Design System ownershipTransfer the foundation into the team.

I set the architecture principles, accessibility expectations and quality bar, then progressively transferred ownership. The result: ~80% adoption, stronger collaboration and a repeatable foundation for M&A integration.

Design System ↗02 / Strategic initiativesCreate clarity at the top so ownership can happen below.

For AI direction, accessibility and shared interaction patterns, I align stakeholders and define the decision framework while designers own the detailed execution.

AI Vision ↗03 / Multi-product deliveryDecentralise execution, centralise direction.

I distribute designers across clear product areas while maintaining shared rituals, quality standards and cross-product alignment.

Matter Management ↗
The leadership signal

Better decisions should happen without depending on me.

I focus my own involvement on the decisions with the highest organisational leverage. The goal is not to approve more work, but to build the context, systems and ownership model that make strong design decisions repeatable across the organisation.

← Explore by impact New business · Matter Management

Six months to market.

How an acquisition became a suite-native Matter Management product and a new entry point into the US market.

  • New business
  • Matter Management
  • €0.9M in ARR 12 months later
  • 9 new logos
  • 7 countries
Business opportunity

An acquisition as a way into the US market.

DiliTrust acquired an established US Matter Management company with an existing customer base and deep domain expertise.

The opportunity was to turn that foothold into a product that could live inside the DiliTrust suite and support further expansion in the US.

Strategic decision

Three decisions
shaped the product

01 — Keep the expertise, not the product. Preserve the acquired team’s Matter Management knowledge and understanding of US legal operations.

02 — Rebuild suite-native. Build directly inside the DiliTrust ecosystem rather than modernising the legacy application.

03 — Ruthlessly focus the MVP. Concentrate the first release on the core value loop: Request → qualification → Matter creation.

Product translation

Matter as legal objects,
not folders

Parties, documents, spend, provisions and activity stay connected to the same operational record.

Matter Management product screen showing a connected legal matter record
One Matter record keeps the legal context, participants, documents and operational activity connected.

From inbox to Matter,
one continuous workflow.

The MVP focused the product on one core value loop: incoming legal requests are reviewed, qualified and converted into structured Matters without losing their original context.

  1. Request
  2. Qualification
  3. Matter creation
From request to Matter: the continuous workflow from intake to structured legal matter.
Role & impact

From acquisition to a repeatable growth engine.

I led the product framing, MVP definition and core workflows with Product and Engineering, turning acquired Matter Management expertise into a suite-native product that could enter the US market, win new logos and expand across the existing customer base.

€0.9MARR 12 months after launch
7Countries across 3 continents
9New logos at ~€100K ACV
$3.1MCross-sold into the acquired US base across four other modules
More work

Product foundations for scale.

See how shared systems and accessibility turned repeated product work into leverage across the suite.

Explore the Design System case
Let’s talk

Working on something complex?

Get in touch
← Explore by impact 01 · Product direction · AI · Enterprise SaaS

From document AI
to an AI-Native legal workspace.

Every legal platform was adding review, drafting and search. I helped DiliTrust define a position it could credibly own: one AI experience that understands legal operations across contracts, entities, boards and matters.

  • 5 products
  • ~6 teams
  • 12-month roadmap
  • CPO-backed direction
Business problem

How do you differentiate
when every legal platform
is adding AI?

The market was competing on document intelligence: review, drafting, search and clause analysis. Those capabilities were quickly becoming table stakes.

The opportunity was connected legal operations. DiliTrust already held the context across contracts, entities, boards and matters; the product challenge was turning that context into a coherent AI experience.

Strategic decision

An AI-Native Workspace
for legal operations.

Lini connects legal data, workflows, agents and AI capabilities into one unified operational experience.

Instead of isolated assistants working on individual documents, Lini operates on connected legal operations across contracts, entities, boards and matters while keeping humans in control of every decision.

AI-Native Workspace
ContractsEntitiesBoardsMattersOther modules
Files & Sources: users combine documents, matters, requests and other sources within the same interaction.
Product principles

Lini translates market learnings into five operating principles.

Contextual by default, expandable by intent.Lini starts from the active legal context and expands on demand.

One AI experience, multiple entry points.Users can access Lini from anywhere in the Legal Workspace while staying within the same conversational experience and context.

User-guided, traceable intelligence.Users remain in control of the capabilities being used, while every output remains traceable to the selected capability, sources and context.

Propose, don’t act.Actions are proposed as reviewable suggestions before execution. Impacts remain visible and controllable by the user.

Persistent context, continuous intelligence.Agents, instructions, workflows and historical context persist across the suite to deliver a continuous legal experience.

Lini legal knowledge screen showing a selected jurisdiction
Legal knowledge: Lini makes the relevant jurisdiction explicit before using legal context.
Lini agent creator screen for configuring a legal AI agent
Agent creation: reusable agents package instructions, capabilities and context for recurring legal work.
Lini live reasoning screen showing the assistant working through a legal task
Lini chat.
Lini traceability and control screen showing a user review step
Traceability and control: proposed actions remain reviewable before anything is executed.
Role & impact

A vision’s impact is the direction it creates.

Authored end-to-endMarket analysis and product vision, from insight to operating principles.
Exec validatedAdopted by the CPO as official product direction: not a concept, a committed roadmap.
Mobilizing~6 teams over 12 months: a dedicated 5-engineer core team plus 5 module teams integrating across the suite.
Suite-wide reachOne AI interaction layer across all 5 modules and 250K+ enterprise users.
More work

A new product, from acquisition to market.

See how a focused MVP turned acquired expertise into a suite-native Matter Management product.

Explore the Matter case
Let’s talk

Working on something complex?

Get in touch
← Explore by impact Product foundation • Design System

Building the product
foundation for M&A scale.

As DiliTrust grew through acquisitions, local UI patterns and front-end decisions multiplied. I treated the Design System as shared product infrastructure to reduce duplication and make integration repeatable.

  • ~80% adoption
  • 4 M&A integrations
  • WCAG 2.2 validated
  • €0.5M+ influenced
Business problem

Growth was compounding fragmentation.

Five products and acquired interfaces carried different interaction patterns, duplicated components and accessibility debt. Every new module made the suite harder to maintain and slowed delivery.

Strategic decision

Stop solving the same problem product by product.

I treated the Design System as shared product infrastructure: one language that could move from foundational rules to production interfaces, while giving Product and Engineering a common way to scale.

01

Foundations

Tokens, layout, type, colour and states.

02

Components

Reusable, accessible building blocks.

03

Patterns

Interaction models for complex workflows.

04

Product

Shared interfaces shipped across the suite.

From foundations to product: a shared system connecting tokens, components, patterns and production interfaces across the suite.
Product evidence

Examples of
the system in use.

The Design System became visible in the products themselves: a shared datagrid model, then the same foundations carried into acquired products.

From local grids to one shared model.

A before-and-after view of the shift from local implementations to a consistent, scalable enterprise table foundation.

Before: a local grid implementation.
After: the shared One Grid model.

Acquisitions could follow a repeatable path.

The same patterns and tokens helped bring Pacta into the suite instead of adding a new UI system each time.

Before: an acquired product with its own interface language.
After: the flow inside shared suite patterns.
Accessibility

Accessibility became part
of the product foundation.

Rather than treating accessibility as a final audit, we embedded it in shared components, interaction patterns and delivery criteria. The Design System was validated against WCAG 2.2 by Access42, making the quality bar reusable across the suite.

Role & impact

A foundation the whole suite could build on.

I mapped fragmentation, defined the shared UX architecture and governance, and worked with Engineering on implementation. The result was a common foundation across five modules and 250,000+ users.

80%Adoption across modules
100%WCAG 2.2 compliance*
250,000+Users on one system
5Modules unified
Stronger collaborationwith Engineering
M&A integrationmade repeatable
Clearer, more trustworthyexperience for users
More work

Direction that aligns the suite.

See how one AI-native product direction connected legal workflows, teams and business priorities.

Explore the AI direction case
Let’s talk

Working on something complex?

Get in touch
← Home 2015–2023 · Independent practice

Breadth before DiliTrust. Depth at DiliTrust.

I spent eight years working across client teams and product contexts before joining DiliTrust. The variety of those engagements shaped how I now approach enterprise SaaS, product strategy and design leadership.

2018–2020

L’Arche

Design Lead

Set design direction within a team of six to eight people. Ran planning and design reviews and led UX strategy across SaaS platforms and brand systems.

  • Design direction and reviews
  • Team planning
  • UX strategy
2020–2023

Locomotiv'

Senior UX Consultant

Worked across SaaS and e-commerce engagements, from discovery and pre-sales through client management and end-to-end delivery.

  • Client discovery
  • Pre-sales and stakeholder alignment
  • Product delivery
2015–2023

Komlo

Founder · Independent practice

Founded and ran an independent design practice. Early work helped take products from concept to launch; later work was embedded in agency teams on larger SaaS engagements.

Then I went deeper.

At DiliTrust, I applied that breadth to a multi-product legal suite: new revenue, shared systems, international acquisitions and product strategy.

View selected workAbout me