Case Study 3:
Building and Maturing a Design Organization
Background:
In the natural world, adaptation is the key to survival. The same holds true in the corporate landscape, where change is the only constant. My journey with SVB's Product Design team is a testament to how design thinking and empathy can transform organizational challenges into opportunities for growth.
The Early Days: Building from Scratch
When the Head of Design was hired in early 2020, we started with a blank canvas. What began as a handful of designers quickly grew to nearly 40 by year-end, and over 50 by 2021 - all while navigating the complexities of remote onboarding during the COVID-19 pandemic.
Our initial state was fragmented:
Designers used a mix of disconnected tools
Onboarding was inconsistent and technically challenging
No standardized processes existed
But we had something powerful: a people-first culture built on trust, inclusivity, and transparency.
Navigating Unprecedented Challenges
As Design Operations lead (a team of one!), I focused on establishing systems that would allow our team to concentrate on what truly matters: creating exceptional user experiences and supporting our people.
Key achievements included:
Consolidating four design tools into a single, unified platform (Figma) and onboarding other design and user research tools
Developing a comprehensive end-to-end design recruiting and onboarding process
Creating a company-wide Service Design course
Establishing a robust design career framework, job families, and job descriptions
Implementing team OKRs and standardized communications and reporting
The Turning Point: Surviving Corporate Upheaval
Late 2022 and early 2023 brought unprecedented challenges:
Budget cuts reduced our contractor team by nearly half
A bank run led to SVB's collapse, creating massive uncertainty
Instead of breaking, we adapted. We:
Transitioned to a design studio model that maximized collaboration
Implemented data-driven resource management
Developed a UX measurement framework to establish a foundation for tracking design impact
The Human Element
What carried us through wasn't just strategy, but our commitment to our people. During contractor layoffs, we prioritized dignity, knowledge sharing, and emotional support. When the bank collapsed, our leadership team rallied to support each other and keep the organization moving forward.
Lessons Learned
Chaos doesn't destroy; it reveals. Our design organization grew not in spite of challenges, but because of them. I learned that:
Adaptability is more important than perfection
A strong culture can withstand incredible pressure
Human-centered design applies both to products and organizations
Our journey proves that with empathy, strategic thinking, and a commitment to people, organizations can not just survive disruption—they can emerge stronger.
