<aside> 👨🏻‍🎨 I can describe my role here as a principal designer who was the main decision-maker, not tasked with managing people but instead managing the process. I was working on the strategic side with a good mix of tactical work as well.

</aside>

I was responsible for these projects:

1. Design lead on building the Finance Department Design System (FDDS)
2. Design lead on making the Internal Document Management App (IDMA)
3. A member of the design team working on the Suppliers Portal (SP)
4. The only designer developing the GLUE project
5. An adviser and a mentor supporting all design work on the RAZZ project

1. Finance Department Design System (FDDS)

Wildberries has at least 6 departments, which have their own design team. I am writing "at least" because departments are liquidated faster than this article is written. Each department has its own design system, which leads to general chaos at the company level. Additional difficulties are caused by the lack of corporate style as such, and all this overflows into the need to develop a design system from scratch.

<aside> ⚠️ Before I joined the company, there was no internal design system for the finance department. There were only projects carried out in one, but nevertheless - fragmented style.

</aside>

One of the two key tasks of my hiring to the company was structuring all styles and creating a local guideline. At the time of this writing, FDDS withstood three major iterations, and currently contains:

• Implemented file organization and team processes for file movement within Figma
• Detailed information architecture
• Style guidelines including the rules for the Dark UI
• Mobile, tablet, and desktop components built using atomic design methodology

An example of describing the rules for the main principles