Growing a security software design team from 1 to 8 while establishing design as a strategic partner

The Challenge

When I joined Brivo in 2021, there was one designer. No team structure, no performance standards, no career paths, no onboarding process. Just one person trying to support multiple product teams. My job wasn't just to hire more designers—it was to build the entire people infrastructure from scratch.

Team Growth

• Grew team from 1 to 8 people (designers, researchers, technical writer)
• Hired an intern and promoted her to mid-level designer in 2 years
• Developed 2 contractors into principal-level talent (both left for promotions)
• Established performance standards before HR had any
• Team recognized as "best partners" by Product and Engineering

Wendy Gui | Product Designer @Brivo

“I’ve been especially inspired by your continuous learning mindset — actively exploring competitors, staying up to date with industry trends, and experimenting with AI tools — which has motivated the whole team to stay curious and keep improving together.”

Hiring Like Puzzle Pieces

I didn't hire for headcount—I hired strategically, like assembling puzzle pieces. Each person filled a specific capability gap on the team. We needed someone strong in research, so I brought in a researcher. We needed better product writing, so I added a technical writer to the design team. We needed mobile expertise, so I hired for that. Every hire was intentional, filling a specific need rather than just adding more of the same.

I also hired for potential, not just experience. I brought on an intern and paired her with a senior designer. Over two years, I progressively gave her more complex projects. By the time she left, she was independently leading medium-sized initiatives. That's the kind of growth that happens when you invest in people.

Building Team Structure

As the team grew to 8 people, I experimented with different organizational models. First, I tried organizing by platform—mobile and web. That worked fairly well when the team was larger and product managers were aligned the same way. When PMs reorganized around personas instead of platforms, things got trickier.

What landed best was the "go-to designer" model. Each product manager had their primary design partner, and vice versa. This created clear accountability while maintaining flexibility. When the team contracted in 2025 due to layoffs, that flexible structure made the transition manageable.

Creating Performance Standards

I established performance standards before HR had any. Started with a 4-point rating system, then moved to 5-point when people found it more natural. Initially did quarterly evaluations, then shifted to 6-month cycles when quarterly felt like too much overhead.

I created competency frameworks for each design level—what does a mid-level designer need to demonstrate versus a senior? Then I used those frameworks for ratings and goal-setting. Designers rated themselves first, then we'd discuss my evaluation together. This made expectations transparent and growth paths clear.

I experimented with polygon skill maps and various assessment tools, but ultimately simplified to what actually worked: regular 1-on-1s, 6-month performance reviews, annual HR growth plans, and individual development plans targeting their specific experience gaps and strengths.

Onboarding that Works

At first, I had my own ideas about how onboarding should work. But then I workshopped with the design team to figure out where the real gaps were. That resulted in two major improvements:

First, we created a buddy system. Every new hire was paired with an experienced designer who could answer questions, provide context, and help them navigate the company culture. This was especially important for junior designers who'd never worked in a professional setting before.

Second, we built comprehensive onboarding documentation with phased checklists—what should be accomplished in the first few days, the first month, and beyond. This gave new hires clarity and gave me confidence they weren't missing critical steps.

Building Culture Remotely

We were all remote, which meant culture had to be intentional. We got together a few times a year to meet, collaborate, and just have fun. Those quarterly "in-week" sessions were for workshops on the product, process improvements, hardware education, and team building.

But even when we were remote, we stayed connected. We had meeting icebreakers, teach-the-team sessions where designers presented 10-minute topics, monthly competitive analysis presentations, and we played games together monthly. Someone different hosted each month, which helped everyone feel invested in the team culture.

We also created team identity. In 2022, I worked with the team to create our vision: "The easiest to use access control system around." It was simple, but it gave us something to rally around. I partnered with designers to create team branding—hoodies, backpacks, stickers, t-shirts for our Design Lab at conferences. This built pride and visibility.

Investing in Contractors

I treated my contractors exactly like full employees. I conducted performance reviews with them and gave that feedback to their managers. I invested in their growth. I'm genuinely proud that on my team, I was able to grow several of them to the point where they left the organization because we couldn't meet their needs anymore. Two joined as senior designers and went on to become principal product designers at other companies. That's the kind of outcome you want.

Leadership Learning

• Hire for gaps, not headcount. Every person should fill a specific capability need. Otherwise, you're just adding more of the same.
• Build infrastructure before you need it, but stay flexible. Performance standards, onboarding processes, competency frameworks—these take time to create. But don’t be rigid!
• Workshop with your team, don't dictate. The best onboarding process came from asking the team where the gaps were, not from my initial plan.
• Invest in everyone, including contractors. When you treat contractors like full team members and invest in their growth, they deliver better work and you help build their careers.
• Address performance issues directly. These conversations are hard, but avoiding them is worse. They're necessary for maintaining standards and protecting team culture.
• Culture requires intention, especially remote. Team identity, regular connection, shared experiences—none of this happens by accident.

The Result

In four years, I built a design team from one person to eight. More importantly, I built the infrastructure for that team to succeed—performance standards, onboarding processes, career frameworks, team culture. Junior designers became confident leaders. Contractors developed into principal-level talent. The team was recognized as the best partners in the organization.

When I left, the team had everything they needed to continue thriving without me. That's what successful team building looks like.