Scaling a Design System Without Slowing Teams Down
Scaled, documented, and operationalised a design system across multiple teams, with measurable drops in inconsistency and time spent in meetings.
Scaling a Design System Without Slowing Teams Down
Scaled, documented, and operationalised a design system across multiple teams, with measurable drops in inconsistency and time spent in meetings.
Scaling a Design System Without Slowing Teams Down
Scaled, documented, and operationalised a design system across multiple teams, with measurable drops in inconsistency and time spent in meetings.
My role
Senior Product Designer
Tags
Design System · Design Ops
Timeline
2024 -> 2026
My role
Senior Product Designer
Tags
Design System · Design Ops
Timeline
2024 -> 2026
Senior Product Designer
Design System · Design Ops
2024 -> 2026
Psst! Hey you! Want a quicker overview of what happened instead of reading the whole use-case? I got you! Click the button ->
Psst! Hey you! Want a quicker overview of what happened instead of reading the whole use-case? I got you! Click the button ->
Psst! Hey you! Want a quicker overview of what happened instead of reading the whole use-case? I got you! Click the button.
No images available for this project due to heavy NDAs
No images available for this project due to heavy NDAs
No images available for this project due to heavy NDAs
The problem
The library existed. The problem was the gap between what it said and what teams were actually building – two primary teams (Concept and Design) working in parallel, drifting apart without realising it, and spending more time in clarification meetings than they should have been.
The problem
The library existed. The problem was the gap between what it said and what teams were actually building – two primary teams (Concept and Design) working in parallel, drifting apart without realising it, and spending more time in clarification meetings than they should have been.
The problem
The library existed. The problem was the gap between what it said and what teams were actually building – two primary teams (Concept and Design) working in parallel, drifting apart without realising it, and spending more time in clarification meetings than they should have been.
Clarifying the handoff
The handoff process existed but wasn't clear enough to run consistently. Within the context of the new library, I helped (along with my colleagues) define how components should be handed off, making sure the documentation was detailed enough that engineering had what they needed without having to chase anyone for answers. Not a reinvention, but enough of a clarification to remove most of the friction.
Clarifying the handoff
The handoff process existed but wasn't clear enough to run consistently. Within the context of the new library, I helped (along with my colleagues) define how components should be handed off, making sure the documentation was detailed enough that engineering had what they needed without having to chase anyone for answers. Not a reinvention, but enough of a clarification to remove most of the friction.
Clarifying the handoff
The handoff process existed but wasn't clear enough to run consistently. Within the context of the new library, I helped (along with my colleagues) define how components should be handed off, making sure the documentation was detailed enough that engineering had what they needed without having to chase anyone for answers. Not a reinvention, but enough of a clarification to remove most of the friction.
Process adapted and simplified for confidentiality
Process adapted and simplified for confidentiality
Process adapted and simplified for confidentiality
Using AI to keep documentation honest
Design documentation and engineering documentation were drifting from each other – small gaps, but enough to cause confusion at handoff. I used AI to check one against the other at regular intervals, catching misalignment before it compounded. The result was fewer surprises at handoff and less time spent in back-and-forth between design and engineering trying to reconcile two versions of the same truth.
Using AI to keep documentation honest
Design documentation and engineering documentation were drifting from each other – small gaps, but enough to cause confusion at handoff. I used AI to check one against the other at regular intervals, catching misalignment before it compounded. The result was fewer surprises at handoff and less time spent in back-and-forth between design and engineering trying to reconcile two versions of the same truth.
Using AI to keep documentation honest
Design documentation and engineering documentation were drifting from each other – small gaps, but enough to cause confusion at handoff. I used AI to check one against the other at regular intervals, catching misalignment before it compounded. The result was fewer surprises at handoff and less time spent in back-and-forth between design and engineering trying to reconcile two versions of the same truth.
Process adapted and simplified for confidentiality
Process adapted and simplified for confidentiality
Process adapted and simplified for confidentiality
Making teams actually use it
I ran working sessions, and basic and advanced trainings, throughout the whole project. These were recurring, not occasional. Teams brought actual problems from their day-to-day work, we solved them together, and the system kept improving because of it. That's what turned adoption from theoretical to real. Alongside that, I ran onboarding sessions for new team members, getting them up to speed on the system and handoff process without needing to slow anyone else down.
Making teams actually use it
I ran working sessions, and basic and advanced trainings, throughout the whole project. These were recurring, not occasional. Teams brought actual problems from their day-to-day work, we solved them together, and the system kept improving because of it. That's what turned adoption from theoretical to real. Alongside that, I ran onboarding sessions for new team members, getting them up to speed on the system and handoff process without needing to slow anyone else down.
Making teams actually use it
I ran working sessions, and basic and advanced trainings, throughout the whole project. These were recurring, not occasional. Teams brought actual problems from their day-to-day work, we solved them together, and the system kept improving because of it. That's what turned adoption from theoretical to real. Alongside that, I ran onboarding sessions for new team members, getting them up to speed on the system and handoff process without needing to slow anyone else down.
Descriptions simplified for confidentiality
Descriptions simplified for confidentiality
Descriptions simplified for confidentiality
The result
In six months we shipped the new library and integrated the new handoff process. My workshops and sessions kept doubts and questions from snowballing – fewer inconsistencies, better quality work coming out of both teams, less time lost to meetings that existed only because the process around the system wasn't clear. The teams kept running it after the project ended. That's usually the part that tells you whether you actually solved the problem or just managed it for a while.
The result
In six months we shipped the new library and integrated the new handoff process. My workshops and sessions kept doubts and questions from snowballing – fewer inconsistencies, better quality work coming out of both teams, less time lost to meetings that existed only because the process around the system wasn't clear. The teams kept running it after the project ended. That's usually the part that tells you whether you actually solved the problem or just managed it for a while.
The result
In six months we shipped the new library and integrated the new handoff process. My workshops and sessions kept doubts and questions from snowballing – fewer inconsistencies, better quality work coming out of both teams, less time lost to meetings that existed only because the process around the system wasn't clear. The teams kept running it after the project ended. That's usually the part that tells you whether you actually solved the problem or just managed it for a while.
Step-by-step summary
Context
Audit
PARTIAL INVOLVEMENT
The library existed, but it had gaps. I spent time understanding what teams were actually struggling with day to day. This helped me pinpoint where improvements could be made.
Audit
PARTIAL INVOLVEMENT
The library existed, but it had gaps. I spent time understanding what teams were actually struggling with day to day. This helped me pinpoint where improvements could be made.
System Architecture
FULL INVOLVEMENT
I defined how documentation would be written, and how we'd run training across teams. The handoff workflow was already built, but needed to be adapted to the new format.
System Architecture
FULL INVOLVEMENT
I defined how documentation would be written, and how we'd run training across teams. The handoff workflow was already built, but needed to be adapted to the new format.
Component Scaling
NOT INVOLVED
Component building and scaling were handled by other members of my team.
Component Scaling
NOT INVOLVED
Component building and scaling were handled by other members of my team.
Documentation & QA
FULL INVOLVEMENT
AI LEVERAGED
Used AI to check alignment between design documentation and code-based documentation, freeing up review time for things that required a more human eye.
Documentation & QA
FULL INVOLVEMENT
AI LEVERAGED
Used AI to check alignment between design documentation and code-based documentation, freeing up review time for things that required a more human eye.
Team Enablement
FULL INVOLVEMENT
Trainings and working sessions helped prevent mistakes. Iteration meetings were ongoing throughout the project. The system improved because teams were using it and telling us what wasn't working.
Team Enablement
FULL INVOLVEMENT
Trainings and working sessions helped prevent mistakes. Iteration meetings were ongoing throughout the project. The system improved because teams were using it and telling us what wasn't working.
Delivery
FULL INVOLVEMENT
In six months, we shipped the new library with documentation. After the initial launch there was an increased reduction in inconsistencies between teams, and less time was spent in alignement meetings.
Delivery
FULL INVOLVEMENT
In six months, we shipped the new library with documentation. After the initial launch there was an increased reduction in inconsistencies between teams, and less time was spent in alignement meetings.
More projects
More projects
Context
Done wtih my hands using Figma and Framer.
oto
Last updated: Jun 2026
Done wtih my hands using Figma and Framer.
Last updated: Jun 2026
oto
Done wtih my hands using Figma and Framer.
Last updated: Jun 2026
oto