During my first days at GBM, I went through a deep onboarding and learning phase, focused on understanding how design, product, and engineering collaborated across the organization. This initial exploration helped me identify key friction points that were directly impacting the quality, consistency, and scalability of the team’s deliverables.

The main areas of opportunity identified were:

• Limited communication and alignment between design and engineering.

• Gaps in technical knowledge within the design team, affecting feasibility and handoff quality.

• Lack of clear design leadership in terms of alignment, direction, and quality standards.

• A fragmented and outdated UI toolkit, misaligned with current product needs and unable to scale with the platform.

These challenges made it difficult to maintain consistency across experiences, slowed down execution, and increased friction between teams.

After analyzing these areas of opportunity, I decided to focus my Q3 OKRs on redefining the design system strategy and leading the next iteration of Starman, using the design system as a primary lever to improve quality, alignment, and execution across design and engineering.