I have spent over 20 years helping companies build products that work for real people. My work spans different kinds of engagements - from focused independent contributions to long-term design leadership roles.
User Experience, 2021-2024
Designed core product flows and internal tools across a range of partner-facing initiatives — landing pages, contracts, dashboards. Built and maintained a scalable design system in Figma, and owned end-to-end delivery on key products including a real estate valuation tool and the customer login experience.
User Experience, 2017-2021
Germany's leading online lottery broker. Lotto24 needed to modernise — and mobile was the way in. I led the UX/UI work on their Mobile Initiative, from early user workshops through to final design, shipping across both app and web.
Design Leadership, 2010-2016
Tipico was a full-scope design role — product, marketing, and brand across desktop, mobile, and retail. I led the design team, worked hands-on across all core features, and drove growth through campaigns, landing pages, and referral experiences. In 2013 I led a significant rebrand as the company grew into the leading sports betting brand in Germany. Over two years, a user-centred design process helped lift their NPS by 30 points.
What people say
Even in difficult situations and facing acute problems, he always keeps the overview and makes a responsible and accurate decision.
Dennis was terrific to work with when he was in Australia - we always knew that our project was in the right hands when he was on the job.
He always provided the results were after – advising us how to get there and then delivering. He is a great person to deal with and good at meeting deadlines.
I would highly recommend engaging Dennis on any strategic/creative planning briefs. He's a good guy, he cuts through the jargon and gets straight to the heart of a brief.
How we work together
Most of my projects happen from my home office in Germany. But more importantly than where I work, is how I work...
This is for companies that need senior design leadership - whether that's full-time for a stretch or a steady few days a week over a longer period. The shape depends on what the situation actually requires.
I've done this as the first designer to build up a team of 3-6 designers, and I've done it as a design lead embedded with established product teams. The common thread is ownership: I take responsibility for the design work, not just the design opinions.
I design and refine the core flows that make or break the product, set the design direction, and raise the bar on quality across everything that ships. Depending on where the company is, that often extends into brand and visual identity, design systems, user research, and shaping the product roadmap alongside founders or product leads.
I work closely with product and engineering - daily, not from the sidelines. When the work needs specialist help, I find and manage the right contractors. When the team is ready for its first full-time design hire, I lead that process too.
You're early and need someone senior to own design from day one. Or you have a product already but design quality is drifting and nobody's holding the bar. Or founders are spending too much time making design decisions that someone else should own.
Some engagements start at two days a week and stay there. Some start full-time and taper as the team grows. Some start as "maybe six months" and turn into three and a half years. I'd rather figure out the right shape together than lock it in upfront.
Advisory is for teams that don't need a Head of Design, but do need experienced judgment they can trust.
Think of it as having a senior design leader in the room, without them being in the room every day. You're not looking for someone to own outcomes. You're looking for someone to pressure-test your thinking and tell you what they actually see.
I pressure-test product ideas and give direct feedback on work in progress - the kind that's useful, not the kind that just sounds smart. When founders are stuck between options or second-guessing themselves, I help them decide and move on. And I name risks early, including the uncomfortable ones that everyone's tiptoeing around.
Advisory is deliberately light, focused, and bounded. Usually a mix of calls and async feedback, designed to reduce noise, not add more meetings.
You want a sparring partner, not an owner. Big decisions are coming up - new product, platform shift, reorg. Internal debates are dragging on without resolution. Or you just want clarity before committing to something bigger.
If you're unsure, that's normal. Many teams start with advisory and move into a design leadership setup once the need is clearer. Some stay advisory forever. Both are fine. If you're deciding, this usually helps:
If this sounds like it might fit, the next step is just a short conversation to figure out which way of working actually makes sense - or whether I'm the wrong person altogether. No pitch, no pressure. Just clarity.
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