Design Ops
Great design teams stall when the infrastructure around them doesn't scale. We build the systems, workflows, and tooling that let your designers focus on the work that moves your product forward.
Since 2006
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$125M+ client revenue supported
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4+ year avg. client relationship
Design operations is the practice of making design teams more effective by building the operational infrastructure they work within. This includes the tools designers use, workflows that connect design to engineering, and processes that make collaboration predictable rather than improvised. When design ops is working, designers have what they need to do their best work without spending half their time resolving process ambiguity.
Your design team's output is limited by the infrastructure it operates within
Design ops isn't about adding process for its own sake - it's about eliminating the operational friction that slows teams down without adding any value. The overhead of an unstructured design review, the delay of a handoff that requires three clarifying conversations, the drift of a component library that nobody owns - these are operational problems, not design problems. Solving them doesn't require better designers. It requires better infrastructure.
Your design-to-engineering handoff is creating more work than it eliminates.
Handoff should be a moment of clarity - here's what we're building, here's how it should behave, here's what the edge cases are. Instead, it's often a source of ongoing negotiation. Engineers implement what they interpreted from a Figma file. Designers review builds that don't match spec. Everyone has a conversation that could have been prevented by better-structured design artifacts. Design ops addresses handoff at the system level - establishing the conventions, tooling, and documentation standards that make implementation unambiguous before a component reaches engineering.
Your design team is scaling in headcount but not in output.
Adding designers doesn't automatically increase design output - not if the infrastructure doesn't scale with the team. A second designer working without shared components, shared file conventions, or shared review processes doesn't double design capacity. They introduce a new source of inconsistency. Design ops solves this by creating the shared infrastructure that makes new team members additive rather than entropic - so each hire amplifies team output instead of requiring the rest of the team to absorb and align them from scratch.
Your design system exists but nobody uses it.
A design system that isn't adopted isn't a design system - it's documentation. Adoption fails when the system is harder to use than working around it, when contribution workflows are unclear, when the system doesn't cover the patterns designers actually need, or when there's no clear ownership over keeping it current. Design ops closes the gap between a design system that exists and a design system that your team reaches for first - by treating adoption as an operational problem that requires operational solutions, not just better components.
Services
A structured evaluation of how your design team currently operates - covering tooling, file organization, review workflows, handoff processes, design system adoption, and cross-functional collaboration patterns. The assessment produces a prioritized set of operational improvements with clear implementation paths, sequenced by impact and feasibility
Design the tooling stack and workflow structure that fits how your team actually works - covering Figma organization, version control conventions, file naming and structure, plugin and integration decisions, and the operational model that connects design tooling to your engineering and product workflows
Build the handoff workflow that eliminates the back-and-forth between design and engineering - including component annotation standards, interaction documentation conventions, edge case specification formats, and the review process that ensures builds match intent before they go to QA
Establish the ownership model, contribution workflow, and maintenance cadence that keeps your design system current and adopted - including the decision framework for when to add new components, how to deprecate outdated patterns, and how to manage the system as your product and team evolve
Build the onboarding materials, documentation, and structured ramp process that gets new designers contributing effectively without requiring senior team members to spend weeks walking them through undocumented conventions - reducing time-to-contribution for new hires and preserving institutional knowledge as teams change
Embed operational expertise in your design team on an ongoing basis - maintaining and evolving the operational infrastructure as your team grows, your product expands, and your cross-functional relationships change. Retainers include regular operational reviews, workflow updates, and hands-on support for the operational challenges that emerge as your team scales
Process
We start by understanding how your team actually works - not how it's supposed to work on paper. We talk to designers, engineers, and product managers about where the friction lives: what takes longer than it should, what gets misinterpreted, what falls through the cracks between teams. We audit your tooling, file structure, review processes, and handoff artifacts. The assessment gives us a clear picture of where operational improvements will have the most impact before we recommend any changes.
Not every operational problem is worth solving at the same time. We prioritize the improvements that will have the most immediate impact on your team's output - distinguishing between quick wins that can be implemented in days and structural changes that require more runway. We build a sequenced implementation plan that your team can execute incrementally, so you're seeing improvements without stopping product work to overhaul everything at once.
We build the operational infrastructure your team needs - whether that's a restructured Figma workspace, a new handoff workflow, a contribution model for your design system, or a full onboarding documentation set. We build with your team rather than handing off deliverables - because operational infrastructure only works when the people using it understand why it's structured the way it is and how to maintain it.
New processes fail when they're introduced as mandates without context. We design rollout plans that bring your team along - explaining the reasoning behind operational decisions, running working sessions that let designers engage with new workflows before they're required, and creating reference materials that make the right way to work the obvious way to work. Adoption is treated as a design problem, not an announcement.
Operational infrastructure needs to evolve as teams and products change. We establish regular review cadences that assess whether workflows are holding up, where new friction is emerging, and what needs to be updated as your team grows or your cross-functional relationships shift. For teams on ongoing retainers, this is a continuous process. For project engagements, we build the review framework your team can use to self-assess after handoff.
Recent Case Studies
They're strategic and critical thinkers with a lot of experience, insights, and knowledge. They took their responsibilities beyond the scope of web development in everything they did.
Liza Streiff
CEO, Knopman Marks
FAQ
What exactly does "design ops" include?
Design ops covers the operational infrastructure that makes design teams effective: tooling and workspace organization, handoff workflows and documentation standards, design system governance and contribution models, design review processes, onboarding infrastructure for new team members, and the cross-functional workflows that connect design to product and engineering. It's everything that surrounds the design work itself - the systems, processes, and structures that determine how fast and consistently your team can execute.
Is design ops only relevant for large design teams?
No - and small teams often benefit more from good design ops than large ones, because operational friction costs more when your team has less capacity to absorb it. A three-person design team working without shared file conventions, a clear handoff process, or a maintained component library spends a disproportionate amount of time on overhead that a well-structured team of the same size doesn't. Design ops for small teams looks different than design ops for a 30-person org - more lightweight, more focused on the highest-leverage improvements - but the underlying value is the same.
How does design ops relate to a design system?
A design system is one component of design ops. Design ops is the operational framework that governs how the design system is maintained, contributed to, and adopted - as well as all the other operational infrastructure around it. You can have a design system without design ops, but it will drift and fragment without the governance model that design ops provides. And you can have good design ops without a formal design system, though at some point most product teams need both. We often work on both together because the two are deeply connected.
What's the typical engagement structure?
Most design ops engagements start with an assessment - a 2-3 week structured evaluation of how your team currently operates, which produces a prioritized improvement plan. From there, we move into an implementation phase that builds the infrastructure identified in the assessment, typically running 6-10 weeks depending on scope. Many teams then move into an ongoing retainer, where we provide continuous operational support as the team and product evolve. We can also engage on a specific operational problem - a broken handoff process, an unadopted design system, a chaotic Figma workspace - without a full assessment if the problem is clearly scoped.
How do you handle the change management side of design ops improvements?
Operational changes fail when they're introduced without buy-in. We treat adoption as part of the design problem, not an afterthought. That means involving designers in the decisions that affect how they work, explaining the reasoning behind new conventions rather than mandating them, running working sessions that let teams engage with new workflows before they're required, and building documentation that makes the right approach the obvious one. We've seen good operational infrastructure fail because of poor rollout, and we design the rollout as carefully as the infrastructure itself.
Can you work with our existing tools, or do you recommend switching?
We work with what your team already uses wherever possible - switching tools is expensive, disruptive, and rarely the actual source of operational problems. The issues that look like tool problems are usually workflow and convention problems that would persist in a new tool. We assess your current tooling honestly: if a tool is genuinely limiting what's possible, we'll say so and explain why. But our default is to optimize the workflow within your existing stack, not to lead with a tool recommendation.
How do we know if we need design ops help?
Common signals: your handoff process regularly generates clarifying conversations that delay engineering; new designers take more than a few weeks to contribute independently; your design system has components nobody uses; design reviews feel inconsistent or unpredictable; your Figma workspace is hard for anyone but the person who created a file to navigate; cross-functional collaboration on features requires more coordination overhead than feels right. Any one of these is a sign of an operational gap. Multiple together suggest that operational infrastructure is actively limiting what your team can ship.
Find out where your design team is losing time
Start with a design ops assessment. In 2-3 weeks, we'll identify the operational gaps that are slowing your team down and give you a prioritized plan to close them.