Mercury - Senior Design Manager - Business Banking & Investments

• Raise the quality bar of the team's work. Own the visual and interaction quality of the experiences your team ships, from the structure of a complex workflow to typography, composition, spacing, and motion. Make the standard concrete through thoughtful critique and clear direction. Review the implemented experience, not just the design file. • Raise the quality bar of the team's work. • Challenge the status quo. Partner with Product and Engineering to shape an ambitious direction for payments, accounts, and treasury. Question inherited assumptions, including our own. Help the team distinguish genuine constraints from familiar habits, explore alternatives, and turn the strongest ideas into simpler, more useful products. • Challenge the status quo. • Take ownership from problem to outcome. Identify opportunities without waiting for a brief. Create clarity when the path is ambiguous, bring the right people together, make decisions, and work through obstacles. Your responsibility continues after handoff and launch: understand what changed for customers and the business, and act when the results fall short. • Take ownership from problem to outcome. • Get hands-on where your craft makes a difference. Sketch a stronger direction, prototype an interaction, or work through a difficult flow with a designer. Be able to show what better looks like, not only describe it. Use your skills selectively to advance the work and develop the designer’s judgment without taking over their ownership. • Get hands-on where your craft makes a difference. • Turn ambition into excellent work that ships on time. Make deliberate decisions about scope, sequencing, and where to spend the team’s attention. Surface tradeoffs early and resolve them with your partners. Know which details are essential to the experience and where a simpler approach will help the team move faster without compromising what matters. • Turn ambition into excellent work that ships on time. • Build a healthy team with high expectations. Develop designers’ taste, confidence, and ability to deliver. Give direct, useful feedback, set clear performance expectations, and address gaps with care and conviction. Explain why the work matters and bring people together around a shared vision. Celebrate the designers behind the work and make their contributions visible across Mercury Design. • Build a healthy team with high expectations. • You should: • You should: • Have strong visual and interaction design craft. Your portfolio demonstrates thoughtful typography,  composition, hierarchy, and interaction design in shipped products. • Have strong visual and interaction design craft. • Know how to simplify complex product experiences. You can work through complicated workflows, information architecture, and product constraints to make experiences clear and intuitive. • Know how to simplify complex product experiences. • Have managed designers and raised the quality of their work. You can show how your coaching, feedback, and clear expectations helped designers grow and improved what reached customers. You know how to inspire ambition while holding people accountable. • Have managed designers and raised the quality of their work • Have set a product vision and helped a team deliver it. You can connect an ambitious direction to practical decisions about scope and sequencing, with shipped work and clear customer or business impact. • Have set a product vision and helped a team deliver it. • Stay close to the design work. You’re comfortable sketching, prototyping, and working through detailed design problems alongside designers, with the judgment to know when your direct contribution will help. • Stay close to the design work. • Build strong partnerships with Product and Engineering. You’ve shaped priorities together, worked through competing constraints, and used clear storytelling to build alignment around design decisions. • Build strong partnerships with Product and Engineering. • Think and work like an owner. You act on what’s best for customers and the business, not just what’s in the brief. You spot problems and opportunities before they’re assigned, make decisions with incomplete information, and adapt without drama when priorities shift. You stay close to implementation and outcomes, and you care more about making Mercury better than about whose idea it was. • Think and work like an owner. • Build conviction without relying on authority. You can tell a clear story about where the product should go and why. You start disagreements with curiosity, make your reasoning specific, and change your mind when a better idea emerges. You help people pursue a demanding standard because they understand and believe in it. • Build conviction without relying on authority. • What success looks like • A year from now, the team’s shipped work demonstrates a visibly higher standard of visual craft, interaction quality, and simplicity. It has moved beyond incremental improvements to deliver new approaches with clear customer and business impact. Designers are ambitious, motivated, and growing in their judgment. They own their work, deliver reliably, and receive recognition across Mercury Design for what they contribute. • Please share examples of both your own design craft and work produced under your leadership. We’d like to understand the standards you set, the assumptions you challenged, the decisions you owned, and what ultimately shipped.