Scaling Design Across 10+ Teams
COMPANY
Jetpack (WordPress)
ROLE
Head of Design
YEAR
2022
80+
DESIGNERS IMPACTED
10+
ENGINEERING TEAMS
~3
CORE PRACTICES SHARED
THE 60-SECOND VERSION
CHALLENGE
Siloed teams and inconsistent workflows across an 80+ person design organization.
APPROACH
Co-created shared planning practices through interviews and workshops.
OUTCOME
Scaled proven prioritization practices across 10+ teams.
ALIGNMENT WITHOUT FORCING ONE-SIZE-FITS-ALL.
WHAT I SHIPPED
01
Process diagnosis
Interviews on what was working and what wasn’t across teams.
02
Collaborative workshops
Co-created solutions that respected team-specific needs.
03
Tiered expectations
Standardized effort levels from simple changes to complex features.
04
Shared playbook
Iterative roadmap for aligning core design practices without stopping delivery.
LEARNINGS
Listen before you align.
Co-create the process.
Consistency should reduce waste.
Don’t standardize blindness.
Welcome to the bottom of the page. You 🤘
Want to get into more details? Continue on desktop for full case studies that cover the research, the tradeoffs, more artifacts in detail.
Impact Numbers
80+
Designers Impacted
10+
Engineering Teams Aligned
~3
Practices Scaled Org-Wide
Impact Numbers
80+
Designers Impacted
10+
Engineering Teams Aligned
~3
Practices Scaled Org-Wide
Recognized for my expertise, the Head of Design entrusted me with maturing design processes for an engineering-focused organization of 80+ designers across 10+ teams. I addressed challenges from siloed teams, varied workflows, and decentralized process adoption.
Impact Numbers
80+
Designers Impacted
10+
Engineering Teams Aligned
~3
Practices Scaled Org-Wide
Create a shared operating model for an 80+ person design organization spanning more than 10 engineering teams. The work aligned planning, clarified expectations, and established repeatable practices that scaled across the organization.
The problem
Lack of alignment across design teams working with different engineering processes.
Siloed communication between design teams across the org and between design and engineering in some teams.
Duplicative efforts due to a lack of consistency in workflows, highlighting the need for better alignment.
Approach
stakeholder interviews
Conducted in-depth interviews with design team members and team leads to understand their existing workflows, challenges, and needs.
Gathered insights on what was working well and what wasn’t.
collaborative ideation
Facilitated workshops to co-create potential solutions that could align processes while respecting team-specific needs
analysis
Categorized tasks into tiers to standardize expectations for design efforts (e.g., simple changes, component redesigns, complex feature development).
Identified frameworks such as decision matrices and prioritized collaboration points for design and engineering teams.
Outcomes and takaways
OUTCOMES
This initiative was delayed due to critical projects across the organization. While I do not have solid numbers to speak to its impact, I can offer some insight.
The audit examined:
Teams and leads reported feeling heard and valued during the process.
Leadership expressed satisfaction with the inclusive approach.
I set the foundation for sustainable, team-driven process improvements.
key takeaways
This project highlights my inclusive problem-solving approach, emphasizing the following:
Understanding and integrating diverse team needs.
A focus on action-oriented, applicable plans over documentation for documentation's sake.
Co-creating solutions for alignment without rigidity.
Championing team ownership of processes for long-term success.
Outcomes and takaways
OUTCOMES
Through an inclusive audit and engagement process, I developed a practical, iterative roadmap for aligning core design components across functions, products, and teams without disrupting active product development. Seeded shared planning and prioritization practices across an 80+ person design organization and created the roadmap for broader adoption.
I also led lunch-and-learns on Jetpack’s work-management practices, including the design board, prioritization model, and team workflows I had introduced. These practices were adopted beyond Jetpack, creating greater consistency in how design teams planned, managed, and delivered their day-to-day work.
Established an incremental path toward a shared, componentized design system.
Extended successful Jetpack practices across the wider design organization.
Helped teams adopt clearer work-management and prioritization practices.
Created a foundation for sustainable, team-driven process improvements.
key PHILOSOPHIES
Start by understanding the different needs, constraints, and working styles across teams.
Favor practical, actionable plans over documentation that does not lead to change.
Co-create solutions with the people who will use them, creating alignment without imposing unnecessary rigidity.
Build team ownership into the process so improvements can continue without depending on a single person.