From two people to a B2B organization
I joined PicPay to build the B2B design team. At first, it was me and one other designer. By the time I left, I had structured design for a business unit with two tribes, leading more than 15 people.
This work took place as the company's design organization grew from 15 to 170 professionals. I contributed to that collective growth with a concrete responsibility: building the B2B structure and keeping track of the quality of the team's work.
How the structure evolved
people when the B2B team started
in the BU with an established design structure
people under my leadership by the end
A structure with room for specialization
Growth also called for new ways to contribute. I helped create the Staff Designer and Service Designer roles and evolve PicPay's career path.
The structure distinguished management from technical specialization. The Staff role extended the scope to projects beyond a single squad; Service Design brought a service perspective to the organization.
Complementary roles
Staff Designer
Service Designer
Quality through a clearly defined process
Together with the team, I built the design review process to ensure quality in PicPay’s deliverables. The workflow had three stages: presentation, review, and validation.
During presentation, the designer shared the work in the design review channel, identifying the vertical, tribe, squad, and feature, along with the scenario, target audience, and metrics they wanted to track. The work came into review with the context needed to discuss it.
The structure needed to show up in the work
I managed the team that built PicPay’s merchant dashboard. The interface brought together transaction lookups and operational information, connecting the design work to the daily routines of the people using the product.
This is where the three areas of this case study come together: people with defined roles, a review process, and a concrete product to track with the team.
Merchant dashboard results
Between December 2020 and December 2021, the reported NPS for the dashboard rose from 13 to 23, and the number of users grew from 14 thousand to 70 thousand.
These are results from the product built by the team I led. My contribution was managing that team and building the design structure and processes that supported its work.
December 2020 → December 2021
How many times each metric grew
10-point increase
From operations to an audience-focused vision
The material also documents an audience-focused vision for the future of the merchant dashboard: creating targeted campaigns, configuring them by region, and connecting them to consumer offers.
This proposal expanded the dashboard’s scope from managing operations to providing tools that would help businesses reach people. It is a vision for the product’s evolution; the results presented in this case study are those of the dashboard from 2020 to 2021.
In our 1:1 conversations, he always shares his perspective on topics clearly but gives me room to discuss whether it’s a good direction or not. His leadership has been essential to my performance at PicPay, and he is definitely a role model for me.
Building the B2B team meant developing people, specialties, and processes alongside our responsibility for the product.