In first place, I conducted an audit of our current operations to increase our team's self-awareness. I found that many rituals and processes were already in place, but they were executed informally.

The challenge was to transition from a “family-like” group reliant on oral communication to a high-performance team with a strong written culture and clearly defined rituals.

Then, I identified key actions across four areas: culture, people, processes, and tools, with an additional focus on our design system. For each task, I defined its goal, impact, effort and deadlines with the support of my design colleagues.

Many tasks extended beyond the Design team and were beneficial across the company, so we joined forces with colleagues from the product and engineering teams to ensure an effective and gradual implementation.