AgentOlympus is BioNTech's internal AI platform. As its sole product designer, I turned a long list of AI ideas into one way of working that five business teams now use, and a design system built to hold 60+ more.
Decoding Data
Leadership had identified about 60 places AI could help across commercial, medical affairs, market access, GVAPP and HEOR. In oncology, every claim in a dossier or leadership deck has to trace back to a reliable source, so specialists spent more time gathering, cross-checking and reformatting evidence than analyzing it.
My job was to turn that list into tools experts would trust with real decisions, and to make each new tool faster to build than the last.
One way in, whatever the work behind it.
I started with the people: discussions with each business team, leadership and PMs, then step-by-step journey mapping with 2–3 SMEs per workflow. Very different teams turned out to be doing 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.
So instead of designing five tools, I designed one way of working. The AI prepares the material; the expert decides what is trustworthy and what moves forward.
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.
GVAPP specialists already knew which categories mattered: standard of care, competitors, pricing and approvals. A blank chat box would have made them retype that knowledge. So the tool opens with those categories filled in by indication, line of therapy and country, and chat handles what the structure can't anticipate.
The method lives in the product, not in the prompt.
An AI answer is only as good as the data behind it, and only as useful as the form it arrives in. So I designed both ends.
MR Echo takes discussion guides, transcripts, quant reports and respondent profiles in a defined structure, so every study is read the same way. The key business questions market access asks of every study come already answered.
Instead of one long answer, results are broken into digestible parts, with the qualitative and quantitative findings shown side by side and each linked to the quote or table behind it. Landscape Assessment follows the same rule for competitive analysis, biomarker prevalence and epidemiology.
Teams start from a first draft they can scan and verify, not a wall of text.
Conference material is unverified, and experts warned that not every upload should become evidence. Uploads now wait in Pending review until the team approves them for AI use.
Governance became a product behavior, not a policy document.
Early answers displayed a confidence score as a percentage. But once one answer showed 90% and another 40%, the obvious question was: why show the 40% one at all? The number suggested a precision experts couldn't verify.
So confidence scoring stayed, but moved behind the scenes. Instead of a percentage, it now decides which answers are marked AI-recommended. Experts can select more, and every answer cites its source so they can check it themselves.
The same confidence signal, shown in a form experts can act on and verify.
Community physicians were more cautious and wanted routine testing in place before changing practice.
Community physicians were more cautious and wanted routine testing in place before changing practice.
Interview 2 · 00:44 · "…wanted routine testing in place…"Getting to a design language first. Agreeing on a language leadership recognized as BioNTech's took longer than designing any single screen. The direction existed only in conversation, so I separated what the brand had already settled from what was still open, and brought clickable directions instead of static screens. Clickable beat flat every time.
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 color ramps, a Figtree type scale with Source Serif 4 reserved for AI-written text, 4pt spacing and an eight-step radius scale. The serif gives the AI a distinct voice, so it reads as a tool, not a person.
Workflows can depart from these patterns without leaving the system. SlideGenie uses the same foundations for a workflow that starts with a prompt and ends in a deck.
The first two pilots had three backend engineers and no front-end engineer, so I built coded prototypes with AI tools, and engineering connected them to the backend. The team has since grown to eight backend AI engineers and a front-end engineer, and I still deliver every workflow as a coded prototype, now to front-end. It moved delivery from one workflow at a time to four in parallel, and cut launch time from about 8 weeks to 3.
The coded prototype, live. Built with AI tools and handed to engineering, which connected it to the backend. Switch screens with the bar at the top and click through them; the data shown is illustrative.
Each workflow is built as a working prototype with AI tools, on the shared design system.
Takes the prototype as the spec and connects it to the backend, four workflows at a time.
Before launch, with SMEs, business teams and leadership on the working product: what works, what breaks, and where the AI's answers needed to change.
I weigh urgency, impact and reusability, with extra weight on reusability, since 60+ future workflows inherit what I build. When Congress AI had to be ready for a mid-September conference, I set out the trade-off with leadership and paused design on three other workflows. It shipped on time, and its review queue is now a reusable pattern.
In about 10 months, AgentOlympus grew from 2 workflows and 50 oncology specialists to 8 workflows and 200+ users across five teams, with Congress AI running live during medical conferences.
In expert domains, the hardest design work happens before the screen: deciding what shape the data arrives in, and where a human checks the AI. Designing AI is more than a chatbot. The work is deciding what the AI should handle and keeping enough expert control for the result to stay trustworthy, and a platform becomes one product when shared patterns support very different work.
I'd agree on the design language before the first pilot. It took longer than any single screen, and the early workflows had to be brought in line afterwards.