Design Strategy, Leadership, Research

Design System Architecture



Managed a decentralized team of designers and developers to increase operational efficiencies by building Designcraft — Web.com’s design system.



Design systems provide value by increasing workflow productivity and enabling teams to reach their goals faster.

Web.com’s history of acquiring companies has resulted in a diverse product portfolio. Once a company has multiple software products, the arguments for a design system are overwhelming — they allow better experiences to be built more rapidly at a lower cost. 

The company attempted to create a design system before but it didn’t gain adoption. Using strategic design leadership, I drove numerous designers and developers to create a design system to service the needs of various teams across the company.



To understand why Web.com’s previous attempt at creating a design system did not succeed, we conducted ethnographic interviews with designers and developers.

Surveys were sent out across the organization and I facilitated workshops with key members of more than 10 product teams to discuss their design and development process and their history with design systems. 

Product designers conducted an audit across Web.com’s product portfolio to gain an understanding of the variations in UI, UX and tech stacks. They also ran an analysis of the many design systems being used by other companies.


By analyzing the formative data, I hypothesized that successful design systems are not just based on components and tech stack, success is strongly tied to how teams interact with the system on a continuous basis. There was an opportunity to increase the quality and speed at which we make products if teams used highly reusable assets, leaving room for them to solve complex business issues. 

Web.com’s teams were not empowered to produce high quality brand-aligned, system-minded products. 

Many successful design systems are created when dedicated multidisciplinary teams build with simple, reusable, accessible components. It is also important to pair designers and developers together as they create the system. With a part-time resource of designers and developers, I hypothesized that Web.com could create an MVP of the design system within 3 months. 




I won the buy-in of executive leadership by aligning them on a focused opportunity, then assembled a decentralized team to build Designcraft.



I recruited a part-time decentralize design system team of designers and developers from multiple product teams to collectively build the system.

I facilitated a brainstorming workshop where this blended team of designers, engineers, and managers were tasked to create a list of Design System fundamentals. 

The group set out to align with a 3-month scope and to meet the business and experience needs of over 15 product teams. 

During a brainstorming session, we used Affinity Mapping to categorize the ideas of Designcraft’s principles.

The team established these principles of the Designcraft design system

Device Agnostic

Designing for multiple screen sizes would create a large product backlog. To reduce the scope of work we decided to make our components as device agnostic as possible.



In order to increase the likelihood of adoption across the 15+ product teams, the components of the system must be simple in design and documentation. 



Successful systems have highly modular elements. Components for DC will be reused in multiple contexts and they should not be tied to single use cases.




With the principles of the system defined, we could now democratically research, document, design, and engineer the CSS/HTML and front end frameworks of the system.
  • A project roadmap was created. 

  • Assigned individual contributors components to build for the MVP.

  • To ensure that the behavior of Designcraft elements was logical from a UX and engineering standard, designers were paired with developers when they built components. 

  • Weekly design critiques were held.

I facilitated an Eisenhower matrix workshop to prioritized tasks.

I facilitated an Eisenhower matrix workshop to prioritized tasks.

The Eisenhower matrix workshop produced a visualization of tasks which showed the  effect on our users vs implementation feasibility.

The Eisenhower matrix workshop produced a visualization of tasks which showed the effect on our users vs implementation feasibility.

I used Trello to create a roadmap for the MVP of Designcraft.

Swim lanes were used to help visualize our individual contributors’s tasks and progress.

Documentation guidelines of Designcraft.

I created a check list to show the progress of each Designcraft element.



Designcraft increased Web.com’s design productivity by 60% and development productivity by 40%.

We have more consistency across the company, and we have more time to think about higher order problems. There is now a centralized design system team which is a support system to the other teams. The system team collects qualitative data to measure the effectiveness of the Designcraft, and to date, Web.com is benefiting. 

It took the UI Guild 30 days to update the nav.
Now we have central space that renders nav updates, which takes 30 min
Jeff Young, Lead Software Engineer
Design systems allows our team to spend less time thinking about pixels and more time dedicated to solving customer problems.
Lior Belenki, Product Manager
The direct impact is the DRY principle - don’t repeat yourself. Without (Designcraft) we will be rebuilding components over and over...which in-turn leads to more turn-around
Arun Shanker, Sr Software Engineer