ToobaAmeer
Design & Development Manager — consumer products.
UK onsite & hybrid · Remote worldwideDesign as a strategic lever — systems, judgement, and the teams that ship them.
For the last eight years I've worked across backpacks, luggage and accessories, leading products from early insight to factory execution.
My work sits at the intersection of consumer behaviour, commercial reality and manufacturing constraint — turning product strategy into things people choose, buy and carry every day.
I've led brand transformations, built category systems that scaled across years rather than seasons, and developed products recognised for creating premium perception without premium cost structures.
Today, the question that interests me most isn't “How do we design a better product?”
It's “What system allows better products to keep happening?”
Experience, measured in what it left behind.
Four operating principles.
I start with the system.
Most product problems aren't product problems — they're system problems. The design language, the assortment architecture, the manufacturing constraints and the customer's expectations have to work together before any individual product can succeed.
I make the call when constraints appear.
Every project reaches a point where something has to give — cost, complexity, speed or ambition. The quality of the outcome depends on the judgement behind those decisions, and on being willing to make them.
I bring people to the decision.
The best idea rarely wins on its own. Suppliers, product managers, sourcing teams and leadership all have to see the same future before execution can happen at scale.
I build work that survives handover.
Success isn't a launch. Success is the system still producing good outcomes after the original designer has moved on.
Leading through outcomes, not headcount.
- Led design across four brands.Genie, Genius, Safari and Urban Jungle — different audiences, price architectures and design languages, held in one practice.
- Aligned the people who ship.Suppliers, sourcing, manufacturing and product managers, brought to the same decision before anything scaled.
- Shaped category direction.Influenced assortment architecture and range strategy, not just the products inside them.
- Owned the decisions that set the product.CMF, form and specification — the calls that decide how a product reads and what it costs.
- Built systems others could use.Reusable platforms and shared frameworks that outlived any single season.
- Handed the work on.Mentored designers and handed over long-running programmes still in production.
Where I want design to sit.
I'm interested in roles where design is expected to influence more than form — shaping strategy, aligning teams, and building systems that create long-term business value.
The work that interests me most sits between customer behaviour, commercial reality and product execution.
That's where design becomes a strategic lever.