Introducing a Lightweight Design Process

(That Didn’t Feel Like a Process)

I built a process to give designers more time to think, while staying in sync with engineering. We followed the same two-week sprint cadence, but design ran one sprint (or more) ahead. This gave teams breathing room to explore and deliver with focus.

We kept it simple:

• Designers scoped work during sprint planning
• Worked closely with PMs and engineers
• Shared progress regularly and adjusted when needed

We set clear expectations for each design phase:

• Early IxD – structure, journeys, IA, concept feedback
• Detailed IxD – wireframes, interaction specs
• VisD – visuals, polish, branding

Each stage had its own cadence for critiques and reviews so feedback came at the right moment, not all at once, too early, or too late. This improved quality, collaboration, and predictability without slowing anyone down.

For a deeper dive, check out my case study specifically on Design Process.

Used Jira, But Made It Work for Designers

We used Jira because that’s what engineering used, but I customized it to work better for us. I partnered with our Jira support team to adjust our workflows, reduce clutter, and make it easier for designers to manage their work inside the same tool as our partners.

It wasn’t perfect, but it worked. It kept us aligned and made collaboration with PMs and engineers way smoother, without adding extra tools or process overhead.

I introduced design-focused Sprint planning. I worked with leaders to make sure tickets were named more clearly. Priorities made more sense. Deliverables were aligned with expectations AND the design process. It didn’t feel like chaos anymore.

Cleaned Up Intake and Prioritization

A lot of time was being lost to unclear asks and shifting priorities. I partnered with PMs to simplify how work was scoped and prioritized:

• PMs submitted requests before each sprint
• Designers estimated time and aligned on what was feasible
• Mid-sprint asks were tracked separately and handled deliberately

This brought a lot more predictability and gave designers the confidence in what they were focused on.

Rebuilt Feedback Loops

I re-established weekly design critiques and structured them around the design stages above. This ensured designers got the feedback they needed at the right stages.

We also used async channels for more casual or quick input, which helped reduce meeting fatigue.

I encouraged designers to:

• Identify the kind of feedback they were looking for
• Collaborate with their partners to make final calls
• Take ownership of their decisions and direction

Reviews were used for visibility and quality, not gatekeeping. This built trust and gave teams the autonomy they needed.

Designers learned to advocate for their choices, lead discussions, and take ownership.

Created an Onboarding Toolkit to Save Everyone Time

New execs, new team leaders, and new team members were joining almost weekly. Designers were having the same conversations, often providing the same context repeatedly, just to gain some clarity or move forward. To save time and avoid repeating ourselves, I created a deck that walked through Yahoo’s product history, team structures, and current initiatives.

This turned into an onboarding guide that gave new leaders enough context to hit the ground running. It saved countless hours and helped product leaders and designers connect faster and more effectively.

Helped People Shift into Roles That Fit

Because I had a full view of the org, I could see where people were stuck or needed a new challenge. I helped several designers move to new roles or products where they could grow, stretch their skills, or just find a better fit.

This helped retain strong talent and gave people room to re-engage, even during a turbulent time.

The Outcome

By the time a new SVP of Design joined, the organization had regained structure, momentum, and morale. Designers were doing more thoughtful work, product and engineering were better aligned, and there was far less confusion around priorities.

We didn’t just survive the transition; we found our rhythm again. And we did it by creating the space teams needed to do what they do best.

As a result of this work, I was promoted to Senior Director.

It was a recognition not just of what I delivered, but how I led through ambiguity, change, and complexity, with clarity, calm, and care for the people doing the work.