On joining Transferroom, one of the first major issues I identified was the absence of a proper design system. Without a centralised framework, the design team of six was often creating similar functional components independently. This led to a fragmented product with significant inconsistencies in design and user experience, undermining the cohesiveness of our platform.

The lack of a design system also had a ripple effect on our workflows. Engineering and product teams faced challenges due to duplicated efforts and unclear design standards, resulting in longer delivery times and frustration between teams. These inefficiencies not only slowed down our ability to ship features but also strained cross-functional collaboration, making it harder to achieve alignment and shared goals.

Addressing this issue became an immediate priority. Building a unified design system would not only solve these challenges but also lay the groundwork for smoother, faster, and more effective product development across the organisation.

So what did I do?

To address the issue of a missing design system, the first step was determining where to start and how to marshal the necessary internal resources to tackle the problem effectively. It became clear that we needed to reevaluate and reshape how our teams operated. At the time, the teams were not structured in squads or cross-functional units, which made collaboration between design, engineering, and product challenging. This lack of alignment and shared accountability was a fundamental barrier to implementing a solution.

To facilitate the change, I focused on creating a structure that would not only support the development of a design system but also enable its adoption and integration into our workflows. This involved reorganizing teams into a more squad-like structure, where cross-functional collaboration could thrive. By aligning design, engineering, and product stakeholders within these squads, we could ensure that the design system was treated as a shared responsibility rather than a siloed initiative.

However, restructuring alone wasn’t enough. I also needed to secure stakeholder buy-in and support from leadership, engineering, and product teams. This required a clear and compelling narrative about how a design system would address inefficiencies, improve delivery timelines, and enhance collaboration. By demonstrating the tangible benefits and aligning the initiative with organisational goals, I was able to generate the momentum needed to move forward with this critical change. With the structure in place and stakeholder alignment secured, we were ready to begin building a foundation for the design system.

To bring the design system into effect, I restructured the team by assigning one of my designers exclusively to this initiative. I removed them from the squads and appointed them as the Design System Manager. Their role was to take ownership of the design system, ensuring it became a cohesive, scalable framework that improved consistency and efficiency. They also established processes for the design team to contribute and led the review
of new components and their usage.

We set an ambitious goal to complete this within five months. The accompanying diagram provided the business—especially the founder and C-suite with a clear roadmap of deliverables. I worked closely with the CTO to align on a delivery plan and ensure a seamless implementation. This collaboration allowed us to prioritise immediate adoption, enabling teams to start using the design system as early as possible while refining it iteratively.