A day in the life of a Design System Manager

Curious about the role of a design system manager? Whether you’re aspiring to be one, already in the role, or looking to refine your approach, this article is for you.

I’ll share insights from my experiences and conversations with other professionals in the community. While every organization is unique, this will give you a solid understanding of what to expect.

We’ll cover daily tasks, quarterly and annual responsibilities, and the overall scope of the role. There’s something here for everyone, from beginners to seasoned managers.

Design System Managers 101

Before jumping into the role, let’s define what a design system manager is. A design system manager leads the effort to ensure the design system effectively supports the products and people using it.

Design system managers can be people managers or individual contributors (ICs) often referred to as “team leads.” While their background is usually in design, developers can also take on this role. Their position within the organization varies; some might be embedded in a business unit, while others are part of a broader design, development, or product team. In my experience, I’ve worked as a design system manager under both a business unit and at an overarching company level, serving as both an IC and a people manager.

Daily work: Sprint-to-sprint

One of the exciting aspects of being a design system manager is the variety in the work, which is best understood in sprints or cycles.

Project management

A key responsibility is keeping the design system on track, which involves extensive project management: deciding what to work on each sprint, assigning tasks, and setting deadlines.

Coaching

Like bumper rails in bowling, managers provide guardrails to ensure team success. This involves guiding decision-making, offering art direction, and surfacing options. I prefer asking questions to empower the team to think critically and make informed decisions. For example:

• Decision making: What options out of the three are most realistic for this sprint?
• Art direction: How might we use other brand colors to create an accessible palette?
• Identify options: Can the dev team audit how prevalent this component is?

Communication

Communication is another significant part of the role. Besides typical meetings like standups and sprint planning, you’ll interact with various departments, covering everything from updates to addressing resistance to the design system.

Can you be a player and a coach?

A common question is whether a design system manager can handle both design (player) and management (coach) roles. The answer is no—especially in larger organizations. Trying to do both compromises quality in each area. While you might handle a component or two, the real value of your role addresses broader challenges like system adoption.

Transitioning between design and management responsibilities requires different mindsets, making it cognitively expensive. Instead of rolling up your sleeves, offering guidance and feedback is a manageable way to keep your skills sharp.

Milestones: Monthly-quarterly initiatives

Some more strategic tasks will occur monthly or quarterly. From the project management perspective, this includes setting and reviewing quarterly goals.

However, this is also the space for short-term projects that might last one to three months. Some examples include:

• Implementing a new process
• Creating an illustration system
• Researching or transitioning to new tools
• Piloting a new approach
• Helping a new business unit adopt the design system

Working smarter, not harder

Managing a design system is unlike managing other projects, leading to the assumption that it must operate differently. While it can, it doesn’t have to.

When I started, working with a more mature design system was new to our organization. With no guidance, I aligned our work with existing company rituals to simplify the process. For instance, we followed the company’s quarterly planning and used their standard templates. There’s no need to reinvent the wheel unless it’s fundamentally flawed. This approach makes it easier for teammates to adapt and ensures we speak the same language as other stakeholders.

Big picture: Annual planning and long-term goals

At some point, design system managers need to think about the longer-term goals of the design system. What is the vision for the design system? What’s the North Star? This more strategic work usually begins once the dust settles with the newness of the design system.

At some point, design system managers need to focus on long-term goals. What is the vision for the design system? This strategic work usually begins once the design system feels established.

When it comes to thinking long-term, some efforts include:

• Developing the design system roadmap
• Identifying opportunities to make an impact with the design system
• Closing the more significant gaps with the design system (e.g., ensure that all products use it)
• Creating a strategy for “What’s next?”
• Finding ways to measure the impact of the design system

Aligning to existing initiatives

Strategizing can feel daunting, but aligning your work with other company initiatives simplifies the process. For instance, if the company’s goal is to provide customers with great UX, your goals can align with that. This approach saved me a lot of stress as I found my footing.

You don’t need an MBA

Eventually, you must establish independent goals. When my Head of Design asked, “What’s next?” after years of setup, I felt unprepared. However, I wasn’t alone. My manager and the Head of Design provided valuable feedback on my initial strategy ideas, akin to attending business school without the student loan debt.
When you reach this stage, seek mentorship and feedback. While advice from other design system managers is helpful, insights from within your company are invaluable. They offer context and practical advice on succeeding within the organization and preparing for strategy pitches.

The skills of a great design system manager

Here are some essential skills for a design system manager. You don’t need all of them from the start; you can develop and hone them over time.

• Solid organizational or project management skills—Crucial for leading day-to-day operations and creating processes for teams to follow.
• Organization agility—Knowing who to talk to, collaborate with, and where to go within the organization.
• Executive maturity—Navigating high-emotion conversations with stakeholders and peers tactfully.
• Strategic and systems thinking—Understanding how minor decisions impact the broader and long-term picture.
• Adaptability—Being flexible as design systems closely interconnect with products, brands, and more, leading to rapid changes (e.g., sudden rebranding decisions).

Is being a design system manager worth it?

Looking back, I truly enjoyed being a design system manager. It was messy and stressful at times. There was even a moment when I tried to see if my company would hire Nathan Curtis and EightShapes to level up our design system. When that wasn’t an option, I had to push through the challenges.

Coming out on the other side, learning to craft a strategy and working with a fantastic team across the organization was immensely rewarding. It made me realize my hesitation was more about the fear of the unknown. And I learned I didn’t need an MBA or a business suit to succeed.

If you’re debating whether to become a design system manager, consider if your hesitation is due to fear of navigating uncharted waters. This concern is natural and doesn’t necessarily mean you shouldn’t pursue it. There are many resources and a supportive design systems community ready to help. If you’re interested and want to chat about it, I’d be glad to!