From fast food to Head of Design: how my unconventional path makes me a better leader
Let’s face it, the path to Head of Design at a startup isn’t always linear. My journey started with wireframing the very first iteration of our product, and now I lead a team of over 20 remote designers and marketers. It’s a whirlwind, but the skills I’ve picked up along the way, from surprising places you might not expect, have been invaluable.
Who knew that salting tortilla chips as a teenager would teach me so much about user needs? It may not seem glamorous, but those jobs in retail and fast food gave me a front-row seat to human behavior. I saw firsthand how people react when their needs aren’t met — the frustration, the disengagement. It instilled in me a deep empathy for users and the problems they face, a core value I carry over to everything I design.
And let’s not forget the not-so-great bosses I’ve encountered. Micromanagement, unclear expectations — it wasn’t a leadership style I wanted to emulate myself. My team thrives on autonomy and trust. I empower them to make decisions, giving them a sense of ownership that leads to better work and stronger commitment. We have clear boundaries, but I address issues individually, creating a safe space for open communication.
Competitor analysis is encouraged, brainstorming days are a must, and mental health is a priority. Burnt-out designers create burnt-out designs, so taking breaks and getting fresh perspectives is crucial.
Being the Head of Design comes with its challenges. It’s a lot to be the person everyone relies on, and juggling brand awareness, investor/VC calls, and leading a team can be a constant hustle. But seeing the positive impact our product has on millions of users makes it all worthwhile. It’s a privilege to use my unconventional background and leadership style to build a team that creates solutions that truly matter.
