As a VP of UX, one of the most exciting—and challenging—parts of my job has been building and scaling design teams from the ground up. When I first started, I had a small team, and there were days when we were all wearing multiple hats, tackling projects that stretched our abilities, and figuring out how to grow without sacrificing quality. Over time, I’ve learned that there’s no one-size-fits-all approach to scaling a team, but there are key strategies that have worked well for me. I want to share some of the lessons I’ve learned along the way, especially around hiring, team culture, and creating processes that grow with you.

Starting with a Shared Vision

When you're building a small team, it’s critical to set a clear vision and make sure everyone is aligned with that vision. In the early days, it's easy to get lost in the day-to-day tasks—designing screens, meeting deadlines, iterating. But what kept my team focused and motivated was a shared sense of purpose. Every hire I made had to be someone who not only understood the mission but was also excited by the opportunity to help define it. Looking for go-getters with a builder mindset was key to success in an early growth phase.

I made sure to articulate the "why" behind everything we did—why we were designing this feature, why it mattered to our users, and why it was part of a larger product strategy. The shared vision became our anchor. It made us more collaborative, more resilient when things didn’t go as planned, and more invested in the long-term success of the team and product.

The Power of T-Shaped Designers

One of the biggest game-changers in my hiring strategy was bringing in T-shaped designers. A T-shaped designer has deep expertise in one area but also a broad understanding of other areas. This benefits the team by allowing each designer to be the go-to for their specialty, while still being able to complete normal UX functions.

This approach helped us create a team where everyone had a unique strength but could also pitch in across disciplines. It also encouraged collaboration—if one designer was struggling with a task outside their specialty, they could lean on others who were stronger in that area. This made the team more agile and helped everyone develop new skills.

Fostering a Culture of Mentorship and Knowledge Sharing

With a small team, we didn’t have a lot of senior leadership, but that didn’t mean there was a lack of guidance. I made it a priority to foster a culture of mentorship from the very beginning.

Daily meetings were discussed during the first interview. Ego had to be left at the door—collaboration was non-negotiable. We held daily design reviews where everyone shared their work. Early on, as the team was small, I also contributed a lot of IC work.

We promoted learning through design critiques, one-on-one coaching, and informal "lunch & learn" sessions. I encouraged anyone who learned a new tool or technique to share it with the team. This built a strong culture of mentorship that scaled with the team.

Building Cross-Functional Relationships Early On

Cross-functional collaboration was key to success. We couldn’t afford to work in silos. I spent a lot of time building relationships with product managers, engineers, and stakeholders.

We worked closely with the CTO to embed UX into the SDLC. This required planning discovery work a quarter ahead and ensuring that UX was part of the "definition of done" during QA. Instead of handing off designs at the end, we collaborated with engineers early to account for technical constraints and opportunities. This created smoother handoffs and shared ownership across disciplines.

Building a Diverse Team

Diversity became a huge priority as the team grew. In the early days, the team was fairly homogenous. As we scaled, I intentionally sought out people from different backgrounds, experiences, and problem-solving approaches.

Diversity of thought led to more innovative designs and stronger outcomes for our users. I’m proud that the UX team at Vector Solutions became the most diverse team in the organization—bringing fresh perspectives, challenging conventional thinking, and creating better products.

Retention: Creating a Culture That People Want to Stay In

Building the team was only half the challenge—retaining top talent was equally important.

I prioritized regular feedback, clear career paths, and leadership opportunities. We celebrated both big and small wins—whether it was a major product launch or a personal achievement. Team bonding activities helped maintain a strong, supportive culture even as we scaled.

As a result, we kept top talent motivated and engaged through all the inevitable ups and downs that come with growth.

Scaling a UX team is a constant learning experience. Starting with the right people, building a culture of learning, and continuously iterating on the process has been key to building an agile, collaborative, and resilient team. I hope these lessons help guide others who are on the same journey.