Jesus Salcedo Jr – UX Design Leader Portfolio

What I do?

I turn sprawling B2B platforms into products people actually enjoy using. Over the past decade I’ve: Harmonized five product lines under a single design language—an effort teammates still reference as a “shared mission” that raised quality and morale. Helped slice 55 k lines of legacy front-end code while shepherding a UI overhaul that shipped on time (and saved our devs a few gray hairs). Built a culture of “easy and enjoyable” collaboration where stakeholders feel valued and results speak louder than deck-ware.

How I lead?

People first. I coach designers, PMs, and engineers to own outcomes, not tasks. That turns curiosity into career growth. Data over dogma. Systematic research means we trade “we think” for “we know,” then let metrics steer the ship. Plain-language strategy. Board decks, all-hands, or hallway chats—I translate complexity into stories that mobilize teams.

What is important to me?

Two things—users and teammates. I wire every sprint around fresh customer insight, so designers, PMs, and engineers hear real voices weekly and ship features that solve revenue-blocking pain points . At the same time, I treat my team like a product: hire selectively, launch mentorship programs, and coach each person toward their next career milestone . That blend of user-centered rigor and talent development is how we built a “world-class” UX org in a lean company—and why leadership keeps handing us the hard problems .

What I do?

I turn sprawling B2B platforms into products people actually enjoy using. Over the past decade I’ve: Harmonized five product lines under a single design language—an effort teammates still reference as a “shared mission” that raised quality and morale. Helped slice 55 k lines of legacy front-end code while shepherding a UI overhaul that shipped on time (and saved our devs a few gray hairs). Built a culture of “easy and enjoyable” collaboration where stakeholders feel valued and results speak louder than deck-ware.

How I lead?

People first. I coach designers, PMs, and engineers to own outcomes, not tasks. That turns curiosity into career growth. Data over dogma. Systematic research means we trade “we think” for “we know,” then let metrics steer the ship. Plain-language strategy. Board decks, all-hands, or hallway chats—I translate complexity into stories that mobilize teams.

What is important to me?

Two things—users and teammates. I wire every sprint around fresh customer insight, so designers, PMs, and engineers hear real voices weekly and ship features that solve revenue-blocking pain points . At the same time, I treat my team like a product: hire selectively, launch mentorship programs, and coach each person toward their next career milestone . That blend of user-centered rigor and talent development is how we built a “world-class” UX org in a lean company—and why leadership keeps handing us the hard problems .

What I do?

I turn sprawling B2B platforms into products people actually enjoy using. Over the past decade I’ve: Harmonized five product lines under a single design language—an effort teammates still reference as a “shared mission” that raised quality and morale. Helped slice 55 k lines of legacy front-end code while shepherding a UI overhaul that shipped on time (and saved our devs a few gray hairs). Built a culture of “easy and enjoyable” collaboration where stakeholders feel valued and results speak louder than deck-ware.

How I lead?

People first. I coach designers, PMs, and engineers to own outcomes, not tasks. That turns curiosity into career growth. Data over dogma. Systematic research means we trade “we think” for “we know,” then let metrics steer the ship. Plain-language strategy. Board decks, all-hands, or hallway chats—I translate complexity into stories that mobilize teams.

What is important to me?

Two things—users and teammates. I wire every sprint around fresh customer insight, so designers, PMs, and engineers hear real voices weekly and ship features that solve revenue-blocking pain points . At the same time, I treat my team like a product: hire selectively, launch mentorship programs, and coach each person toward their next career milestone . That blend of user-centered rigor and talent development is how we built a “world-class” UX org in a lean company—and why leadership keeps handing us the hard problems .

I turn B2B platforms into products people love.

I turn B2B platforms into products people love.

And coach the teams that make it happen.

And coach the teams that make it happen.

“What sets Chuy apart is his ability to enable his team to thrive. He invests deeply in the growth and development of his direct reports, empowering them to take ownership, think strategically, and elevate their craft.”

“What sets Chuy apart is his ability to enable his team to thrive. He invests deeply in the growth and development of his direct reports, empowering them to take ownership, think strategically, and elevate their craft.”

Let's connect

Let's connect

Let's connect