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Leadership

Iniatitive

I led a personal initiative, working closely with the founders,  CTO and managers, applying Product Design and Behavioral Design techniques to strengthen dev-design collaboration.

As a result, we improved teamwork and reduced QA time by 60%.
It’s thoughtful, it’s strategic, and it works.

Because designing products also means designing organizations.

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My Rol: Lead Behavioral Desinger
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Situation

The developed products had significantly lower quality than the design proposals. 

Frustration, burnout, and economic impact soon followed.

We turned things around by aligning Engineering, Development, UX, and QA managers.


And guess what?
🧠 Tiny actions packed with Behavioral Design psychology — like fun badges and tshirts —
made a massive difference.

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Frustration 

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The design team felt their work was wasted, causing demotivation and a lack of recognition.

 Burnout 

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Designers spent long hours on QA, identifying and documenting changes—most of which were never implemented.

Economic Impact 

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Excessive QA hours led to high opportunity costs and a direct financial impact on development.

Starting Point

To bridge the gap

I organized internal workshops between development and design teams to identify the root of the problem. We uncovered many insights, but these three stood out the most:

Status quo


Developers had never collaborated directly with designers within the company; they only worked with the product team.

Technical gaps 

They struggled to understand Figma files, causing errors.

Time perception
They saw design collaboration as a slowdown.

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Teamwork in action

To improve collaboration, I organized Figma training sessions for developers. We worked together to define the best way to structure design files, making them clearer and easier to implement. Together, we defined the best way to structure design files, making them clearer and easier to implement. 



These sessions bridged the technical gap, reducing misunderstandings and development errors.

🧠  Behavioral tip


The IKEA Effect – People value what they help create. By involving developers in the process, adoption was smoother, and the workflow improved naturally.

Small Budget, big Impact

I secured a small budget to organize a team lunch and a teambuilding activity, helping us connect beyond work.

🧠  Behavioral tip


Our strongest motivation is the group, so I focused on strengthening that bond.

Later, I secured a second budget to create custom pins and t-shirts (like the ones in the image) with each designer’s name. We proudly wore them in the office.

🧠  Behavioral tip


Reciprocity. Humans naturally reciprocate—when we receive, we feel the need to give back. In fact, the developers later suggested making some for us in return.

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Improving communication with framing

To enhance collaboration, I designed a simple yet effective meeting agenda using behavioral framing to shift the perception of meetings from a time drain to a productivity boost.

🧠  Behavioral tip

 

People are more likely to engage in activities when they perceive personal benefit. By emphasizing how these syncs reduced rework and saved their own time, we turned meetings into a positive habit instead of a burden.

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This was just one of the strategies we applied—until these meetings became a positive habit, improving alignment with minimal disruptions.

Key results

Achievements

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Stronger team bonds
Better relationships, better mood.

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Less frustration
Designers felt valued, devs avoided last-minute fixes. 

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Smarter meetings 
Quick syncs saved time instead of wasting it.

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Better handoffs
Design files became clearer, reducing errors and confusion.

60%

Reduction in QA time, minimizing opportunity costs and financial impact.

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A personal leadership initiative

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