Ten years watching teams lose the reasoning.

Hello. I'm Paulo Alexandre. I've spent the last ten years as a product designer — most of those at B2B SaaS and fintech teams, the last few leading design at companies where the product outcome actually mattered to the balance sheet. I am building Findry alone from a small desk in Saint Petersburg, Florida.

Every product team I've designed for has converged on the same Friday afternoon. A roadmap review is on Monday. The PM's doc is half-finished. They have Notion open, Linear open, a Dovetail window, a Loom someone recorded three weeks ago, and a Slack thread from March. They're trying to reconstruct what the team actually believedwhen they committed to row 7 of Q2 — because now row 7 shipped, the metric didn't move, and someone smart is about to ask why.

The answer is always the same: we don't remember. Not because the team was careless — because the place where the reasoning lived was never a place. It was a series of windows, and the windows closed.

“The roadmap shipped. The reasoning that made the roadmap didn't.”

How I got here

I started as a graphic designer and illustrator — a technical degree in São Paulo in 2005, then a slow drift through marketing design, frontend development, and product work. Somewhere around 2018 I realised I cared less about pixels and more about why the pixels existed. I did the UX certifications, shipped the frontend code, and started leading design instead of executing it.

Since then: Lead Product Designer at Great American Insurance, rebuilding an insured portal and a risk platform and reducing UI inconsistencies by 70% across a system that hadn't been touched in a decade. Senior Product Designer at Healthpilot, where I led the full UX on an AI-powered Medicare recommendation platform that supported a $10M funding round. Design system lead at Solstice Innovations, cutting redesign cycles across four products. And for the last eight months, Senior Product Designer at Rentvine— a B2B property management SaaS — where I've been pioneering AI-assisted design workflows using Claude for prototyping, research synthesis, and UX writing.

That last role is what made Findry inevitable. When you compress early-stage exploration from days to hours, you stop arguing about execution and start noticing a different problem: the reasoning doesn't survive the speed.Teams ship faster, but they can't say why.

Why a designer is building a PM tool

A fair question. The short answer: PMs have been underserved by the current generation of product tools because those tools were designed by people optimising for what a PM's week looks like rather than what a PM's thinking looks like. Roadmap tools optimise for the Gantt chart. Discovery tools optimise for the research repo. Nobody optimised for the paragraph that connects the two.

I've spent a decade sitting next to PMs, designing the interfaces they use to do their work. I know the shape of the frustration because I've redesigned the tools that caused it. At some point the thing to do is not redesign another roadmap — it's build the tool that belongs in between.

What Findry refuses to be

It is not an AI copilot. Despite my day job being about AI-assisted design workflows — maybe becauseof it — I know where the line is. Claude is fantastic at synthesising research you've already done. It is terrible at knowing what you actually believe. The whole point of a hypothesis is that it is yours; a generated one is worse than none.

It is not built from the org chart outward. I built it from the job inward — the PM who writes the hypothesis, runs the test, and closes the outcome with a paragraph. That job looks the same whether you are at a ten-person startup or a two-hundred-person company. Findry is for the job. The Scale tier is for the organisations that have many people doing it.

It is not a feature factory. The method is five phases. It will stay five phases. Everything else is scaffolding for the method.

Why solo

I almost raised. I took two meetings. Then I walked home and realised that the thing I wanted to build was small, opinionated, and unlikely to compound into a billion-dollar category on a venture timeline. It could, though, be genuinely useful to a few thousand product teams who are tired of Friday afternoons. That is the business I want to run.

So: no round. One founder, designing and building. A small number of customers I know by name. If that shape of company is interesting to you as a user — you are exactly who this is for.

If you want to talk, you can reach me at paulo@findry.io, on LinkedIn, or at my portfolio. I answer every email. It may take me a week.

— Paulo