Making strong design repeatable.

I came into an organization of 160+ designers that had scaled past the point where craft alone could keep quality consistent, and I owned the operations of it. My work was governance and practice: the standards the organization worked to, how designers were onboarded, educated, and tooled, and the 40+ practice guides that carried the quality bar across teams whose leaders didn't report to me.

Sixty of 180 designers were still working in a deprecated Abstract–Sketch–InVision chain — cut off from the design system, slower to market, and expensive in engineering time. This was an org-level change program, not a tooling task: I built the business case, then moved a dozen team leads to absorb a six-week migration into their own roadmaps — leaders who didn't report to me and had every reason to protect their teams' time. The mechanism was influence backed by evidence: a learning curriculum, open forums with internal Figma experts, a week-long "How to Figma" workshop, and a written migration playbook that Talent adopted into company onboarding after the program proved out.

I led Design Operations across hiring, onboarding, education, tooling, research operations, and governance. I led designers, managers, and partners while serving the wider product design organization.

For the migration, I researched why teams remained on the older toolchain and worked with their leads to make the transition part of their own delivery plans.

Adoption research established the practical barriers to changing tools. The migration had to fit existing roadmaps and give designers access to learning, support, and shared standards.

The wider practice work addressed duplicated effort and inconsistent assumptions across teams. Written guidance made methods and expectations accessible beyond individual conversations.

The migration paired a defined transition period with expert access and practical learning. The resulting playbook became part of onboarding, extending the benefit beyond the initial cohort.

Across the office, more than 40 method and practice guides supported consistent design processes, operations, education, and training.

The measures above belong to the toolchain migration. Separately, an internal B2B redesign reported 20% lower business expense and 15% greater service efficiency within a year. The office’s remit extended across tooling, research, education, and team development.