Cardinal

The founders came in with a clear vision, something like Notion, but built around product team workflows. Brand identity and design system foundation were handled by a colleague at Forge. My focus was the product: taking that reference point and figuring out the structure, the document model, and the UX from there. The founders were collaborative throughout, giving frequent and clear feedback. One of the engineers was a founder, which meant the team was genuinely invested in getting it right.

The founders came in with a clear vision, something like Notion, but built around product team workflows. Brand identity and design system foundation were handled by a colleague at Forge. My focus was the product: taking that reference point and figuring out the structure, the document model, and the UX from there. The founders were collaborative throughout, giving frequent and clear feedback. One of the engineers was a founder, which meant the team was genuinely invested in getting it right.

The founders came in with a clear vision, something like Notion, but built around product team workflows. Brand identity and design system foundation were handled by a colleague at Forge. My focus was the product: taking that reference point and figuring out the structure, the document model, and the UX from there. The founders were collaborative throughout, giving frequent and clear feedback. One of the engineers was a founder, which meant the team was genuinely invested in getting it right.

The founders came in with a clear vision, something like Notion, but built around product team workflows. Brand identity and design system foundation were handled by a colleague at Forge. My focus was the product: taking that reference point and figuring out the structure, the document model, and the UX from there. The founders were collaborative throughout, giving frequent and clear feedback. One of the engineers was a founder, which meant the team was genuinely invested in getting it right.

The founders came in with a clear vision, something like Notion, but built around product team workflows. Brand identity and design system foundation were handled by a colleague at Forge. My focus was the product: taking that reference point and figuring out the structure, the document model, and the UX from there. The founders were collaborative throughout, giving frequent and clear feedback. One of the engineers was a founder, which meant the team was genuinely invested in getting it right.

Accepted into Y Combinator's W23 batch, Cardinal needed a high-quality product MVP as quickly as possible, built around a Notion-style document model with enough flexibility to handle complex product team workflows.

Accepted into Y Combinator's W23 batch, Cardinal needed a high-quality product MVP as quickly as possible, built around a Notion-style document model with enough flexibility to handle complex product team workflows.

Accepted into Y Combinator's W23 batch, Cardinal needed a high-quality product MVP as quickly as possible, built around a Notion-style document model with enough flexibility to handle complex product team workflows.

Accepted into Y Combinator's W23 batch, Cardinal needed a high-quality product MVP as quickly as possible, built around a Notion-style document model with enough flexibility to handle complex product team workflows.

Accepted into Y Combinator's W23 batch, Cardinal needed a high-quality product MVP as quickly as possible, built around a Notion-style document model with enough flexibility to handle complex product team workflows.

Data visualisations are a powerful way to understand impact, but can be confusing to configure. I focused on three ways to aggregate data: chart form, table form, and goals, keeping the setup approachable without reducing flexibility. Auto-suggest and dropdown patterns helped users select the right data without facing a blank canvas.

Data visualisations are a powerful way to understand impact, but can be confusing to configure. I focused on three ways to aggregate data: chart form, table form, and goals, keeping the setup approachable without reducing flexibility. Auto-suggest and dropdown patterns helped users select the right data without facing a blank canvas.

Data visualisations are a powerful way to understand impact, but can be confusing to configure. I focused on three ways to aggregate data: chart form, table form, and goals, keeping the setup approachable without reducing flexibility. Auto-suggest and dropdown patterns helped users select the right data without facing a blank canvas.

Data visualisations are a powerful way to understand impact, but can be confusing to configure. I focused on three ways to aggregate data: chart form, table form, and goals, keeping the setup approachable without reducing flexibility. Auto-suggest and dropdown patterns helped users select the right data without facing a blank canvas.

Data visualisations are a powerful way to understand impact, but can be confusing to configure. I focused on three ways to aggregate data: chart form, table form, and goals, keeping the setup approachable without reducing flexibility. Auto-suggest and dropdown patterns helped users select the right data without facing a blank canvas.

The product needed to stay in sync with the tools that product teams already used. The challenge was making all those integrations feel coherent within a single product experience rather than a collection of disconnected widgets. I designed a command prompt with custom menus per integration, using consistent navigation patterns and familiar auto-suggest behaviour so the experience felt unified regardless of which tool you were pulling from.

The product needed to stay in sync with the tools that product teams already used. The challenge was making all those integrations feel coherent within a single product experience rather than a collection of disconnected widgets. I designed a command prompt with custom menus per integration, using consistent navigation patterns and familiar auto-suggest behaviour so the experience felt unified regardless of which tool you were pulling from.

The product needed to stay in sync with the tools that product teams already used. The challenge was making all those integrations feel coherent within a single product experience rather than a collection of disconnected widgets. I designed a command prompt with custom menus per integration, using consistent navigation patterns and familiar auto-suggest behaviour so the experience felt unified regardless of which tool you were pulling from.

The product needed to stay in sync with the tools that product teams already used. The challenge was making all those integrations feel coherent within a single product experience rather than a collection of disconnected widgets. I designed a command prompt with custom menus per integration, using consistent navigation patterns and familiar auto-suggest behaviour so the experience felt unified regardless of which tool you were pulling from.

The product needed to stay in sync with the tools that product teams already used. The challenge was making all those integrations feel coherent within a single product experience rather than a collection of disconnected widgets. I designed a command prompt with custom menus per integration, using consistent navigation patterns and familiar auto-suggest behaviour so the experience felt unified regardless of which tool you were pulling from.

Teams could embed data visualisations directly into documents and pull in content from task managers, communication tools, marketing hubs, and more. The document model needed to handle that range without becoming complicated. I built it around 11 block types, no rigid categories, just a flexible set of content options that could be combined in any order. The structure was loose enough to accommodate different workflows and specific enough to maintain a coherent experience.

Teams could embed data visualisations directly into documents and pull in content from task managers, communication tools, marketing hubs, and more. The document model needed to handle that range without becoming complicated. I built it around 11 block types, no rigid categories, just a flexible set of content options that could be combined in any order. The structure was loose enough to accommodate different workflows and specific enough to maintain a coherent experience.

Teams could embed data visualisations directly into documents and pull in content from task managers, communication tools, marketing hubs, and more. The document model needed to handle that range without becoming complicated. I built it around 11 block types, no rigid categories, just a flexible set of content options that could be combined in any order. The structure was loose enough to accommodate different workflows and specific enough to maintain a coherent experience.

Teams could embed data visualisations directly into documents and pull in content from task managers, communication tools, marketing hubs, and more. The document model needed to handle that range without becoming complicated. I built it around 11 block types, no rigid categories, just a flexible set of content options that could be combined in any order. The structure was loose enough to accommodate different workflows and specific enough to maintain a coherent experience.

Teams could embed data visualisations directly into documents and pull in content from task managers, communication tools, marketing hubs, and more. The document model needed to handle that range without becoming complicated. I built it around 11 block types, no rigid categories, just a flexible set of content options that could be combined in any order. The structure was loose enough to accommodate different workflows and specific enough to maintain a coherent experience.

I designed unique components for each of the 11 content types, ensuring they worked both independently and in combination within a document. The goal was flexibility without chaos. Each block had a clear purpose, and together they covered the range of what a product team would actually need.

I designed unique components for each of the 11 content types, ensuring they worked both independently and in combination within a document. The goal was flexibility without chaos. Each block had a clear purpose, and together they covered the range of what a product team would actually need.

I designed unique components for each of the 11 content types, ensuring they worked both independently and in combination within a document. The goal was flexibility without chaos. Each block had a clear purpose, and together they covered the range of what a product team would actually need.

I designed unique components for each of the 11 content types, ensuring they worked both independently and in combination within a document. The goal was flexibility without chaos. Each block had a clear purpose, and together they covered the range of what a product team would actually need.

I designed unique components for each of the 11 content types, ensuring they worked both independently and in combination within a document. The goal was flexibility without chaos. Each block had a clear purpose, and together they covered the range of what a product team would actually need.

Miro acquired Cardinal on May 24, 2024. The acquisition brought Cardinal's product prioritisation and team visibility tools into Miro's platform, with plans to integrate AI-driven insights for product decision-making.

Miro acquired Cardinal on May 24, 2024. The acquisition brought Cardinal's product prioritisation and team visibility tools into Miro's platform, with plans to integrate AI-driven insights for product decision-making.

Miro acquired Cardinal on May 24, 2024. The acquisition brought Cardinal's product prioritisation and team visibility tools into Miro's platform, with plans to integrate AI-driven insights for product decision-making.

Miro acquired Cardinal on May 24, 2024. The acquisition brought Cardinal's product prioritisation and team visibility tools into Miro's platform, with plans to integrate AI-driven insights for product decision-making.

Miro acquired Cardinal on May 24, 2024. The acquisition brought Cardinal's product prioritisation and team visibility tools into Miro's platform, with plans to integrate AI-driven insights for product decision-making.