Overview
My responsibility as a Manager extended beyond just managing. This included setting design processes, creating roadmaps, working with C-Suite, and identifying gaps that may be slowing down process or delivery.
I maintained design consistency to make sure designers go through a proper QA process, alongside design system reviews where design systems team needs to approve designs and usage of components.
Management Style
I want to first go over how I manage my team before we dive into my responsibilities. I see this as the most important soft skill for success at any company.
Be honest, clear, and concise. Feedback may be sometimes tough to swallow, but we want to be able to deliver critical feedback effectively.
Every designer on the team is different, with their own strengths, style, and way of handling work. One process may not fit for the whole team, but there can be a baseline.
Don't micromanage, and allow designers to do their best work. Be a leader, and help the team move forward by unblocking them. We are here to empower the team and let them roll their thunder.
I grew the team from 5 to 25 designers in just 2 years. As our team grew, I had to assign designers with specialties to different departments.
Before joining FloQast, an early version of the design systems existed, but did not scale with the company. I gave feedback to my CTO that this is something we have to tackle as we scale as a company.
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