Case Study 2:
Leading through Transitions & Crisis
Background:
As a design leader at Silicon Valley Bank (SVB), I helped guide our team through unprecedented challenges, including significant leadership changes, a bank collapse, and an acquisition by First Citizens Bank. My leadership approach focused on people, connection, and adaptability which enabled our team to weather these organizational storms and come out strong.
Approach
My approach centers on creating psychologically safe environments where people can connect, learn, and grow. By prioritizing human connections and maintaining flexibility, I transformed potential organizational disruption into an opportunity for team development and innovation.
People-First Culture
I’ve cultivated team cultures by:
Establishing clear team mission, vision, and values and keeping that as our North Star as we scale and evolve
Creating personal "User Guides" to foster mutual understanding and human-centered collaboration
Implementing welcoming onboarding practices to facilitate onboarding to our team, our culture, and our company
Conducting regular team pulse surveys and listening tours to continuously improve and address pressing concerns
Organizing regular opportunities to connect, learn, grow and have fun together through workshops and offsites
Adaptive Team Design
I helped my team navigate organizational changes and crisis by:
Transitioning to a flexible "studio" design allocation model
Developing a capacity management framework to track designer time and project allocation
Proactively engaging in “biz dev” to identify projects and funding to minimize headcount loss
Strategic Communication
I helped maintain stability on teams through:
Frequent, transparent communication during uncertain periods
Weekly updates and comprehensive documentation
Individual connections with team members
Cross-functional engagement and relationship building
Impact
Maintained team morale and productivity during bank collapse and acquisition minimizing attrition
Successfully cross-trained designers across multiple projects
Minimized burnout through strategic resource allocation
Expanded design's influence by identifying new project opportunities
Built a resilient team culture that thrived amid significant change and continues to do so
My Leadership Philosophy
Early in my career at Capital One and Adaptive Path, I discovered the power of intentional team building. With small design teams of 3 to 10 designers, I pioneered connection-driven approach that weren't just social activities; they were strategic investments. As team members grew closer, collaboration improved dramatically. Conflicts diminished, learning accelerated, and genuine care emerged organically.
At SVB, I witnessed a masterclass in people-first leadership through our founding Head of Design. During the challenging COVID period, she transformed team building into an art form. Every call—whether with designers, cross-functional partners, or bank leaders—became an opportunity for human connection. She'd pause to ask personal questions, introduce her chickens or daughters creating moments of genuine warmth. Her approach treated team members as whole people, not just professionals. Years later, former colleagues still fondly remember her, asking about her animals and reminiscing about her leadership. This wasn't just management; it was a profound lesson in creating psychological safety and genuine human connection that fostered collaboration and laid the foundation for our team’s strength and resiliency.
These experiences shaped my leadership philosophy: great design and collaboration happens when we prioritize people over process, connection over transaction, and humanity over mere productivity.
Medium article I wrote about this experience called “Designing our way out of chaos.”
