Design Team Enablement
Strengthening the design team’s cohesion, skills, and strategic impact
Design Team Enablement
Strengthening the design team’s cohesion, skills, and strategic impact
Design Team Enablement
Strengthening the design team’s cohesion, skills, and strategic impact
Role
Design Manager
timeline
2025
scope
Design Team Leadership
impact
Built rituals, skills,
and confidence across the team
The Problem
The design team needed stronger alignment, clearer collaboration norms, and a higher collective impact. Team members were growing individually, but lacked consistent rituals, shared frameworks, and confidence in cross-functional conversations.
The Problem
The design team needed stronger alignment, clearer collaboration norms, and a higher collective impact. Team members were growing individually, but lacked consistent rituals, shared frameworks, and confidence in cross-functional conversations.
The Problem
The design team needed stronger alignment, clearer collaboration norms, and a higher collective impact. Team members were growing individually, but lacked consistent rituals, shared frameworks, and confidence in cross-functional conversations.
Role & Approach
As Design Manager, I worked to create a balance of structure and growth. Together with leadership peers, I re-established team rituals, clarified roles, and encouraged stronger ownership.
I also led upleveling sessions — including a workshop on user flows — to help the team strengthen their toolkit and feel more confident presenting and collaborating with PMs and engineers.
Mentorship played a key role: I partnered with individual designers on growth plans, coached through challenges, and provided leadership coverage while our Head of Design was on PTO.
Role & Approach
As Design Manager, I worked to create a balance of structure and growth. Together with leadership peers, I re-established team rituals, clarified roles, and encouraged stronger ownership.
I also led upleveling sessions — including a workshop on user flows — to help the team strengthen their toolkit and feel more confident presenting and collaborating with PMs and engineers.
Mentorship played a key role: I partnered with individual designers on growth plans, coached through challenges, and provided leadership coverage while our Head of Design was on PTO.
Role & Approach
As Design Manager, I worked to create a balance of structure and growth. Together with leadership peers, I re-established team rituals, clarified roles, and encouraged stronger ownership.
I also led upleveling sessions — including a workshop on user flows — to help the team strengthen their toolkit and feel more confident presenting and collaborating with PMs and engineers.
Mentorship played a key role: I partnered with individual designers on growth plans, coached through challenges, and provided leadership coverage while our Head of Design was on PTO.
Outcomes & Impact
Re-established rituals that created stronger alignment and momentum.
Upleveling sessions improved design craft and cross-functional confidence.
Clarified roles and expectations, encouraging more initiative and accountability.
Strengthened team cohesion and resilience during a leadership gap.
Outcomes & Impact
Re-established rituals that created stronger alignment and momentum.
Upleveling sessions improved design craft and cross-functional confidence.
Clarified roles and expectations, encouraging more initiative and accountability.
Strengthened team cohesion and resilience during a leadership gap.
Outcomes & Impact
Re-established rituals that created stronger alignment and momentum.
Upleveling sessions improved design craft and cross-functional confidence.
Clarified roles and expectations, encouraging more initiative and accountability.
Strengthened team cohesion and resilience during a leadership gap.
WORK
