
I started XDGO! 5 years ago now, and it's been quite the adventure, filled with growth, collaboration, and a whole lot of learning. Along the way, I’ve picked up a few truths about what makes UX, CX, and product design teams tick—and what holds them back. So, let’s dive into five lessons that have shaped my perspective as a design leader.

1. Design Teams Deliver Maximum Impact When Set Up for Success
Design teams don’t just sprinkle magic dust and transform ideas into human-centered brilliance. For them to thrive, certain "boxes" need to be "checked."
First, you need the right mix (and mass) of talent—not just visionary thinkers, but also enough boots on the ground to tackle the big priorities.
Next, the organization has to show up. That means executive sponsors, stakeholders, and SMEs need to carve out time to collaborate, and contribute. Design teams are only ever as good as the information/perspectives they have access to.
Next, design teams need organizational mechanisms that enable rapid, iterative, human-centered action. Specifically, design teams need to be able to leverage an organization's decision-making models (e.g. RACI and/or RAPID) and mechanisms to regularly observe and interact with the people they design for (e.g. design research). Of course, design teams can build these mechanisms, but expectations of their initial impact will need to be adjusted accordingly.
Finally, if deadlines are regularly more sacred than actually solving the problem, this can be problematic. Organizations that consistently prioritize real solutions that people actually need, want and expect realize better outcomes, and frankly, everyone has more fun along the way.
When these conditions are in place, design teams can truly thrive, unlocking their full potential to “think big, start small, and move fast.”

2. Design Is Not the Tail That Wags the Dog (BTW, It's not the Dog Either).
Design isn’t here to call the shots or just take orders—it’s the connective glue, the secret sauce, the unsung hero that amplifies others. Design’s true role is as a powerful integrator, sitting in the middle of organizational dynamics to enable every team they serve to shine.
That said, great design teams absolutely have opinions, accountabilities, and KPIs. But they also know their success is deeply intertwined with the success of those they support. With my background in musical theater, I like to think of design as the stage manager —it doesn’t hog the spotlight, but without it, the performance would be a disaster.
When design is seen as a collaborative enabler rather than a siloed function, it bridges gaps, amplifies outcomes, and aligns everyone around human-centered solutions. The result? A seamless, spectacular "performance" where the entire organization benefits.

3. Value Is Hard to See When We're Determined Not to See It
I use the term "we" here very deliberately. As a human being, I struggle with my own biases and don't pretend to have them fully mastered. That said, here's what I've learned: Sometimes it feels like no amount of data, case studies, or beautifully crafted prototypes can sway those firmly entrenched in the “we’ve always done it this way” mindset.
Cognitive biases like a preference for the status quo or the ever-persistent confirmation bias can make even the most transformative design work invisible to some. And let’s not forget the silo effect, where departments are so cut off from each other that design might as well be speaking another language.
The key, I’ve learned, is to align design outcomes with business goals and communicate in terms that resonate with decision-makers. I'm not saying this always works, but chances of successfully demonstrating value skyrocket with this approach.

4. No One is the "Smartest Person in the Room"
Ideas come from everywhere! Surrounding myself with people who are smarter, more creative, and bring fresh perspectives makes everything better. When you step back and let the collective intelligence of the team take center stage, magic happens. It’s not about any one person’s brilliance; it’s about how everyone’s unique ideas come together to create something far greater than the sum of its parts.
I absolutely thrive on those “aha!” moments that come from collaboration. This is why i strive I build cultures where curiosity, open dialogue, and the freedom to challenge the norm are celebrated. Letting go of the need to always have the answers opens up the space for others to shine—and when that happens, the results are always better. It’s more fun that way too! The work gets done, sure, but more importantly, we elevate each other, learn from each other, and ultimately create something that none of us could have done alone.

5. I’ve Never Regretted Prioritizing the Humanity of My Clients and Collaborators
Design is inherently human-centered—it thrives on trust, respect, and genuine connection. When I focus on the people behind the projects, the work doesn’t just get better; the entire journey becomes more meaningful and rewarding.
This philosophy isn’t just a mantra—it’s in my DNA. Building trust, valuing diverse perspectives, and putting people first isn’t just good practice; it’s the foundation for success.
When relationships thrive, collaboration deepens, and outcomes improve. Stronger connections lead to more meaningful work and a shared sense of purpose, and that’s something I’ll never regret prioritizing. It’s simple: when you put people first, the results speak for themselves.
Wrapping It Up
So, there you have it—five lessons from five years of building, leading, scaling and maximizing the impact of design teams thorugh XDGO!. They’re simple truths that pack a punch: set the stage for success, embrace collaboration, stay humble, and always put people first. Whether you’re a designer, a leader, or just someone who loves a good metaphor about dogs and tails or musical theater, I hope these insights inspire you to think differently about what it takes to create design teams with maximum impact.
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