What I learned
Right-sizing for optimal outcomes
Processes, tools, and methodologies should be constantly re-evaluated to ensure that they are achieving their intended purpose. We should never take for granted that any system we've applied to complete past tasks is suitable for future ones.
Choosing the correct approach requires an understanding of the problem space, and the dynamics that inform our ability to address that problem. When there is alignment on goals, good Design, Product, and Engineering leaders know when to stay the course and when adjustments are warranted.
The value of systemic design
Design systems are more than static style guides—they are living systems that thrive in code.
Building a synchronous component library reinforced the importance of aligning design and engineering. CSS and markup should reflect the product’s information architecture, which is informed by users’ mental models. This understanding ensures that components work predictably and consistently, reducing both design and technical debt.
Balancing consistency with flexibility
Designing for white-labeling and hyper-personalization taught me how to balance consistency with flexibility. A scalable branding system needs to account for diverse client requirements while maintaining a cohesive user experience. This experience deepened my appreciation for abstraction layers and thoughtful naming conventions, which allow a product to scale gracefully while remaining adaptable.
Collaboration is key to scalability
The success of our design systems was directly tied to the strength of our collaboration between Design, Product, and Engineering. I saw how early alignment on shared goals and processes reduced miscommunication and inefficiencies, leading to faster iteration and higher-quality outcomes. Creating a culture of mutual understanding across disciplines was as important as the tools or systems we built.
Internal tools and processes reflect and shape company culture
Designing internal tools and participating in hackathons reminded me of the power of small projects to influence company culture. Tools like our email generator or dashboards didn’t just solve immediate needs—they reinforced our commitment to quality and consistency, even internally.
Hackathon projects like Epic Energy III fostered creativity and cross-functional collaboration, highlighting the value of experimentation and innovation.
Designing for SMEs means designing for diversity
Every SME is different, and this project underscored the importance of listening to users. What works for one business might not work for another, so providing personalized recommendations and flexible workflows was essential. This experience sharpened my ability to anticipate user needs and design systems that can adapt to unique contexts.
The importance of empowering your team
When I started at Pulse Energy, I was fortunate enough to report directly to a skilled and experienced manager (notably, someone whose background was not in design, but in development). That manager placed a great amount of trust in me as I took on my first people management role. I was left enough slack to make mistakes, but provided with enough guidance to ensure I never went too far off track.
Growing and learning how to lead a design team reinforced the belief that granting designers the autonomy to make mistakes is essential to their development. As a design leader, open communication and transparency amongst the team ensures that everyone understands their roles and are pointed in the same direction.
Passion matters
Pulse Energy attracted not just high-performing individuals, but those who were personally invested in fighting climate change by working to reduce energy consumption closer to its source (utilities). An exceptionally passionate team fuelled innovation at Pulse, and the product reflected their dedication to realizing measurable results in notoriously difficult segments.
The Pulse team, unified by a shared commitment to improved outcomes for everyone, brought a passion and level of dedication that, in my experience, is rarely matched by teams more focused on rapid growth and prompt exits.
