Joining Hyland with no Design Ops framework, I treated the challenge as a UX problem: understand the users, identify pain points, and find solutions within real constraints. Quantitative surveys paired with natural conversations shaped everything that followed: a connected system of tools, standards, and spaces designed to help designers do their best work.
Bringing Order to Figma
With no shared naming conventions, finding reference work was costly and connecting files to Jira tickets was near impossible. I introduced a lightweight solution: a naming convention leading each file with its Jira ticket number, a standardised cover page, a plugin creating a Jira ticket link in seconds, and consistently named divider pages to make page lists readable at a glance.
Building a Communication Infrastructure
Hyland’s fully remote setup meant communication gaps were problematic. I restructured the team’s ad hoc Teams usage into a purposeful space with dedicated channels for design support, announcements, and social connection. A weekly open video call gave designers a six-hour virtual studio to work alongside each other with as much or as little conversation as felt natural.
Setting Standards Without Mandating Process
Where the long-standing studio culture prevented full process standardisation, I established design standards bringing consistency to the work itself: covering user needs documentation, AA accessibility compliance, UI copywriting, and maintaining visible ways of working. Dedicated accessibility and copywriting guides gave those standards practical weight.
A Self-Service Knowledge Base
A structured SharePoint site provided a single destination for guides, training recordings, and studio rituals. A weekly micro-learning moment during the full-team meeting (one slide, one UX concept) maintained a shared knowledge baseline across the team regardless of individual experience level.