Product Designer

Medicines in India are still bought at the corner chemist, in person, by someone who knows the pharmacist by name. For a 50-year-old in Nagpur managing a chronic condition, that is the only model that has ever felt safe. Truemeds was built on the belief that it does not have to be. The app handles prescription verification, doctor review, and home delivery for chronic patients — the people who need reliable, affordable medicine access the most and have been the last to get it online.

The team is 60-odd people, Series C, and the product works. The next chapter is making it feel effortless for the user who has never ordered anything on a screen before. A real problem, in a vertical most designers have never touched.

Truemeds has a working product and a clear next problem: making it genuinely usable for a 45-year-old in Nagpur who has never ordered anything online. The app handles prescriptions, doctor verification, and home delivery for chronic patients — and it works. What it does not yet do is feel effortless for the people who need it most.

This is the seat that closes that gap. You will own both the visual and product design layer as the app scales from functional to intuitive. The team is lean, the brief will sometimes be vague, and the expectation is that you drive the process anyway — from problem definition through to shipping with engineers. Three to four years in, this is the role where your product thinking gets a real test.

The usability gap. The app works; your job is to make it feel effortless for a 50-year-old in Nagpur who has never ordered anything online. You define what that means and close it.

The full design surface. Visual design and product design, both. You are not handed a spec to execute; you shape the problem and the solution.

The problem definition. When the brief is vague — and it will be — you do not wait. You talk to users, map the flows, identify the edge cases, and bring a point of view to the table.

The engineering handoff. Clean Figma files, the right conversations with engineers, and a shared understanding of what is feasible at the system level. The team ships fast because the handoff is tight.

The first weeks of research. You join, you talk to users, you walk every flow, you understand where SDUI runs and where the API calls live. You build the picture before you redesign anything.

The craft bar. You set what good looks like on this product — for a user profile that most apps have never designed for.

You have shipped product design end to end, not just screens. You have owned a flow from problem definition to production, and you can walk through the decisions you made and why.

Your instinct for the non-app-savvy user is genuine. You have thought hard about how someone who is 45-plus and unfamiliar with smartphones navigates a screen — and you have designed for that, not around it.

You move without a perfect brief. Ambiguity does not stall you. You ask the right questions, form a hypothesis, and start moving — then course-correct with the team.

Your Figma files are something engineers actually trust. Handoff is not an afterthought. Your files are clean, your components are named, and your conversations with engineers happen before the design is locked.

You understand enough about how tech works to know what is feasible. Not a developer, but you know the difference between a quick API call and a system-level change — and you factor that into your decisions.

Curiosity is your default mode. You read about the people you are designing for. You ask questions that are not in the brief. You are genuinely interested in the problem, not just the output.

You take feedback and give it. You are easy to work with — not because you agree with everything, but because you engage with the work honestly and help the people around you get better.

Healthcare or pharma experience is a bonus, not a requirement. The vertical is largely unexplored; product thinking travels.

Drive the process, even when the brief is incomplete. The expectation at every level is that you move the work forward — you do not wait for someone to hand you a perfect problem statement.

Collaborate early and often. Product, research, and engineering are in the room with you. Use them. The best solutions here come from the overlap.

Take feedback as fuel. Critique is how the work gets better. Give it clearly, receive it openly, and keep moving.

Understand the stage before you optimize. Perfection at the wrong level slows the team. Know what the product needs right now and build to that bar — not the bar three years from now.

Ship with engineers, not at them. The handoff is a conversation, not a file drop. You are responsible for the outcome, not just the design.

Stay curious about the user. The person you are designing for is not you. Talk to them, watch them use the product, and let what you learn change what you build.

Mentorship runs both ways. You will be mentored here. You are also expected to bring your perspective and push the work — junior does not mean passive.

Series C funding, a real equity stake, and a design seat in a vertical most designers have never touched. The comp range is ₹10L–₹20L and moves based on portfolio and fit. The pharma design problem in India is largely unsolved — this is the role that starts solving it.