AgentOlympus is BioNTech's internal AI platform. I design its specialist workflows and the shared system that connects them.
As the sole product designer, I lead each workflow from problem framing through interaction design and validation, partnering with product managers, engineers, leadership and two or three subject-matter experts per use case.
Decoding Data
Across commercial, medical affairs, market research and market access, specialists were doing the same underlying work: gathering evidence from several sources, cross-checking it and turning it into an analysis, recommendation or deck.
Too much time went into assembling and reformatting information. The opportunity was to let AI handle that preparation while experts retained judgement and final review.
One way in, whatever the work behind it.
The subject matter changes, but each workflow combines the same four jobs.
Question an evidence base directly.
Surface differences across sources or markets.
Turn evidence into structured findings.
Move findings into reports and decks.
We introduced an AI layer that retrieves, structures and synthesises evidence while keeping expert review inside the workflow.
AI prepares the material; specialists decide what is trustworthy and what moves forward.
One platform works because the jobs underneath are shared, even when the subject matter is not.
Each release established something the next workflow could reuse.
Established reliable evidence extraction.
Established conversational search and citation.
Extended findings into presentation-ready output.
Introduced the reusable assessment pattern.
Brought contributed material into the evidence base for review during medical conferences.
Extended the conversation and assessment patterns already in place.
HEOR: health economics and outcomes research. GVAPP: global value, access, pricing and policy.
Each workflow is shaped with two or three subject-matter experts. Three findings changed how the platform works.
Market access specialists already knew which categories mattered. Landscape Assessment now opens with those categories populated for the selected geography, with chat reserved for questions the structure cannot anticipate.
The method lives in the product, not in the prompt.
Teams repeatedly entered the same Key Business Questions. MR Echo now pre-loads them, allowing people to begin with a first answer and refine it.
Domain knowledge sits in the product instead of relying on prompt skill.
Congress attendees contribute shared material, but experts warned that not every upload should become evidence. Content now remains in review until the team approves it for AI use.
Governance becomes a product behaviour, not a separate policy.
With more than sixty workflows on the roadmap, designing each independently would not scale. I am building shared foundations, interaction rules and configurable patterns alongside the products.
Citation is central: specialists need to inspect the source before acting on an AI answer.
None of that is possible until there is a design language leadership recognises as BioNTech's. Agreeing one took longer than drawing any single screen.
Leadership's preferences existed, but had not been translated into shared principles.
I separated established brand decisions from areas that still required alignment.
Clickable directions produced clearer decisions than static screens.
Six colour ramps, a Figtree type scale with Source Serif 4 reserved for AI-written text, 4pt spacing and an eight-step radius scale now support the platform's shared components.
Most workflows reuse two arrangements: conversation and assessment.
Workflows can depart from the two dominant patterns without leaving the system. SlideGenie uses the same foundations for a workflow that begins with a prompt and ends in a deck.
The goalOne design language, configured to each workflow.
Eight workflows are shipped across five business teams, including commercial, market access and medical affairs. The platform grew from a two-workflow pilot with fifty oncology specialists to more than two hundred users across the organisation.
When the same need appears twice, it becomes a shared pattern instead of another one-off solution.
The work is identifying what AI should handle and preserving enough expert control for the result to remain trustworthy.
A platform becomes one product when shared patterns support distinctly different work.