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Design processes and HR brand
Community Lead · 2021 — 2022
A year at Ozon — fast pace, data-driven design, constant switching between a dozen fronts. I owned not product design as such, but the team's design processes and HR brand. I came in at a moment when the team was growing fast but the processes weren't keeping up. I laid the community foundations: introduced design review, UX research, regular design critiques, and built the collective @ozondesign Telegram channel — it still lives without me, now with 18.1K subscribers. Not everything took root on the first pass; some formats I redid two or three times.
Design processes
I introduced a systematic approach to design: design review for every critical feature, regular UX research, design critiques. This became the foundation the team could keep growing on. Some formats met resistance at first and had to be relaunched more gently, without a mandatory invite for everyone.
Design HR brand
Created and grew the Ozon design team's Telegram channel from zero to 17,000 subscribers (now 18.1K — the channel lives and grows without me). The business result: designer hiring rose 40%, turnover dropped 60%. The channel became one of the main tools for attracting talent to the company and a point of visibility for the team: guest posts, open portfolio roasts, webinars with external partners.
Result
I laid the foundations of a design community that keeps working after I left: the @ozondesign channel is alive, run by all of Ozon's designers (bylined "Authors: all Ozon designers"), and over the past years it's grown from 17K to 18.1K subscribers. This is where I saw for myself that investment in a design team's HR brand feeds directly into hiring and retention metrics. Before that, I'd mostly been guessing.