Joining Yampi (an e-commerce platform very popular in Brazil) wasn’t just a career step—it was a leap into uncharted waters. Leading ten product designers across nine squads, each with its own challenges and priorities, was unlike anything I had ever done before. It forced me to grow quickly, adapt creatively, and rethink everything I thought I knew about leadership. This is a story of transformation, trial, and triumph.

Diving into complexity

In the beginning, the scale of the role felt overwhelming. I went from leading a smaller, tight-knit team to managing ten designers in a fast-moving, high-stakes environment. The weight of expectations was palpable—from the company, the team, and myself. I’d be lying if I said I didn’t have moments of doubt.

But rather than try to solve everything at once, I started by observing. My first priority was to understand the broader context: how the company was structured, how decisions flowed, and where my team fit into the bigger picture. Instead of rushing into action, I focused on connecting the dots.

This approach set the tone for my leadership at Yampi. I realized early on that success wasn’t about being everywhere or doing everything. It was about prioritizing the right moves at the right time.

Finding the human element in scaling teams

Managing that team wasn’t just a logistical challenge—it was a deeply human one. Each designer had unique strengths, goals, and frustrations, and my role was to weave those differences into a cohesive unit.

One of my first actions was to hold personal conversations with each team member. I didn’t start with agendas or directives; instead, I asked questions. What inspired them? What blocked them? What did they need to succeed? These conversations built a foundation of trust and helped me understand the nuances of the team dynamic.

But scaling trust across a large team isn’t just about one-on-ones. It’s about building a culture where everyone feels seen and supported. I implemented open forums for team feedback, established rituals like regular design critiques, and worked to create a shared sense of purpose across squads.

Key Insight: Leadership is a relationship. It’s not about managing tasks; it’s about empowering people.

Balancing consistency with autonomy

Leading designers across nine squads meant navigating a fine line between consistency and flexibility. Each squad was tackling different challenges, but the overall user experience needed to feel seamless.

Rather than impose rigid guidelines, I worked collaboratively with the team to develop shared design principles. These weren’t just rules—they were tools to help squads align their work without stifling creativity. By involving the team in the process, we created a framework that balanced autonomy with cohesion.

However, autonomy comes with its own challenges. There were moments when teams moved in conflicting directions or struggled to align with the company’s strategic goals. In those moments, my role wasn’t to dictate solutions but to facilitate conversations that brought clarity and alignment.

Key Insight: Leadership at scale is about enabling autonomy while maintaining alignment. It’s a dynamic balance that requires constant adjustment.

Shifting from design craft to strategic impact

At Yampi, I wasn’t just responsible for overseeing design—I was responsible for ensuring that design drove business outcomes. This required a shift in mindset. My focus wasn’t on crafting interfaces but on crafting impact.

To bridge the gap between design and business, I immersed myself in Yampi’s operational model. I learned how the company generated revenue, where its pain points were, and how our work as designers could move the needle. This understanding allowed me to guide the team toward solutions that balanced user needs with business priorities.

One of the most rewarding aspects of this role was seeing how our work translated into tangible results. Whether it was improving conversion rates or enhancing customer retention, these wins underscored the value of aligning design with broader objectives.

Key Insight: Great design leadership isn’t just about creating products; it’s about delivering value—to users and the business.

Embracing vulnerability and growth

Perhaps the biggest lesson I learned at Yampi was the importance of embracing vulnerability. There were times when I didn’t have the answers, when I doubted my decisions, or when things didn’t go as planned. But rather than seeing these moments as failures, I treated them as opportunities to learn.

I opened up to my team about challenges and uncertainties, and in doing so, I found that vulnerability created connection. It showed the team that leadership isn’t about perfection—it’s about persistence, humility, and a willingness to grow.

By the end of my time at Yampi, I was no longer the same leader who had joined. I had grown—not just in skill but in perspective. And that growth was made possible by the people around me: the designers who trusted me, the peers who challenged me, and the mentors who guided me.