Creative Leadership

Overview

Building great teams is just as important as building great products. At Ramsey, I was able to introduce several initiatives that helped enhance the great creative team culture. Everyone deserves a clear path to grow, have good communication about what's expected, and support of creative leadership to grow in their career.

My Role

I've led multiple teams consisting 6-10 designers for several years, was on a creative Executive leadership team for the 170+ creative team members, and been an individual contributor myself.

Creating   Growth Tracks

The company’s role descriptions hadn’t been update in 8 years. And we were still using the same profiles for all designers. I led the initiative of writing new profiles for product designers and led the rollout to implement the new descriptions.

Creating New Roles for Craft

A lot of top talent want to grow in influence, but doesn’t always mean managing people. I spearheaded creating positions for the Craft track (Lead > Principal, etc). This was adopted within months by all disciplines in the creative team - product design, brand marketing, and content. Since then, it has been impactful for the creative team to see long-term growth options that better suit their career desires and skills.

Thinking Big

Fewer things excite me more than figuring out where we’re going. I’m really proud of how much the creative team has pushed the teams to think of new approaches to old problems. Through the years, I’ve spearheaded many cross-functional, business-endorsed sprints to leap forward in how we are solving customer problems.

Design Critiques

Getting thoughtful, constructive feedback on your work is helpful for designers. I introduced weekly design critiques to the design team that ensured constructive feedback was given rather than opinion-based, suggestive thoughts.

Showing How We Work

Showing How
We Work

Showing How We Work

Our division was the first to adopt the Continuous Discovery Habits framework. Prior to the book, we were following the Silicon Valley Product Group’s process. Alongside my cross-functional leadership peers, we helped educate and advocate this process to our teams.

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JENNY LEE

JENNY LEE

JENNY LEE

Creative Leadership

Creative Leadership

Creative Leadership

Overview

Overview

Overview

My Role

Creating   Growth Tracks

Creating   Growth Tracks

Creating   Growth Tracks

The company’s role descriptions hadn’t been update in 8 years. And we were still using the same profiles for all designers. I led the initiative of writing new profiles for product designers and led the rollout to implement the new descriptions.

Creating New Roles for Craft

Creating New Roles for Craft

Creating New Roles for Craft

Thinking Big

Thinking Big

Design Critiques

Design Critiques

Design Critiques

Getting thoughtful, constructive feedback on your work is helpful for designers. I introduced weekly design critiques to the design team that ensured constructive feedback was given rather than opinion-based, suggestive thoughts.

Showing How We Work

Showing How
We Work

Showing How We Work

Our division was the first to adopt the Continuous Discovery Habits framework. Prior to the book, we were following the Silicon Valley Product Group’s process. Alongside my cross-functional leadership peers, we helped educate and advocate this process to our teams.

JENNY LEE

JENNY LEE

JENNY LEE

Creative Leadership

Creative Leadership

Creative Leadership

Overview

Overview

Overview

My Role

Creating Growth Tracks

Creating Growth Tracks

Creating Growth Tracks

The company’s role descriptions hadn’t been update in 8 years. And we were still using the same profiles for all designers. I led the initiative of writing new profiles for product designers and led the rollout to implement the new descriptions.

Creating New Roles for Craft

Creating New Roles for Craft

Creating New Roles for Craft

Thinking Big

Thinking Big

Design Critiques

Design Critiques

Design Critiques

Getting thoughtful, constructive feedback on your work is helpful for designers. I introduced weekly design critiques to the design team that ensured constructive feedback was given rather than opinion-based, suggestive thoughts.

Showing How We Work

Showing How We Work

Showing How We Work

Our division was the first to adopt the Continuous Discovery Habits framework. Prior to the book, we were following the Silicon Valley Product Group’s process. Alongside my cross-functional leadership peers, we helped educate and advocate this process to our teams.

Creating   Growth Tracks

Creating   Growth Tracks

Creating   Growth Tracks

Showing How
We Work