Project Story

At the same time, I dove into product demos and asked questions everywhere I could—curiosity became my way into the team’s culture and product.

To maintain a steady pulse, I introduced monthly health surveys that measure happiness, balance, and productivity. The patterns that emerged became our compass, revealing where we were thriving and where structure was lacking.

From there, I turned feedback into action. I publicly tracked leadership initiatives in Jira—everything from evolving design levels and clarifying roles, to refining critique and launching Data+Design share-outs. That visibility built confidence while showing the team what accountability looked like. One of the most impactful changes was the leveling process: clarifying the difference between Principal and Lead Designer finally answered a question that had lingered across the organization.

With clarity in place, I turned to growth. I facilitated “Design Quality Upskilling” sessions, pairing frameworks with active learning so designers could stretch into new skills and raise the quality bar together. As leadership priorities shifted, I also led cross-functional workshops to strengthen remote collaboration and explore new opportunities.