When I joined, I identified the lack of a cohesive design system, resulting in an inconsistent UI and fragmented design assets that didn’t align with the front-end system. During my time there, I initiated a comprehensive audit, established core components in Figma, and introduced structured documentation and governance practices on the design side. I also worked closely with engineering to make the design system a shared priority.
As a result, the team began to see improvements in quality, alignment, efficiency, and stakeholder buy-in. After I left, I learned that the team continued to follow the processes I had established, demonstrating lasting adoption and commitment to the design system’s success.
Reflecting on the process, an anti-pattern I've observed teams falling into when building design systems is focusing too much on the visible parts—like components, libraries, and styles—while overlooking the invisible elements that truly make them successful: how to use them, when to evolve them, and why they matter for the team’s overall success.