Gabriel Lovato

Figma is skipping the traditional IPO roadshow and going public via direct listing. And it's 40x oversubscribed. Most companies avoid direct listings. In a traditional IPO, investment banks buy shares at a discount and then sell them to institutional investors. The banks act as underwriters, which means they guarantee a minimum price and provide stability. Direct listings are different. No underwriters. No discount. No roadshow presentations to convince investors. Existing shares just start trading on the exchange at whatever price the market decides. This creates volatility risk as there's no price floor. But Figma doesn't need to worry about that. There's massive demand already baked in. When Spotify went direct in 2018, everyone predicted chaos. Instead, it traded relatively smoothly. Same with Slack in 2019. But why does this really matter for Figma? They capture the full market value instead of giving banks a discount. In traditional IPOs, banks often price shares 10-20% below market value to ensure a successful launch. That's money left on the table. Why give away value when you don't have to?

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Design Systems should evolve — but with intention. I just published a new article about the Design System Contribution Process — how to propose new components, avoid duplication, and keep consistency intact across products. Start with the problem Reuse before reinventing Propose non-breaking, well-documented changes I also included a great visual flowchart from Helsinki Design System that helps teams make better decisions. 👉 Read it here:https://lnkd.in/d9agFNpQ #DesignSystems #UXDesign #ProductDesign #DesignOps #ComponentLibrary #DesignProcess #MediumArticle

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UX costs nothing—until it costs everything. Every ignored friction point eventually resurfaces as support tickets, dropped leads, stalled onboarding, or lost renewals. We've seen this consistently across B2B platforms, member portals, and internal tools: → Poor navigation floods help desks → Inconsistent UI slows adoption and erodes trust → Bloated workflows quietly push users toward competitors Organizations often think they're avoiding UX costs, unaware they're already paying—through wasted time, constant patches, and staff burnout. High-performing teams don't see UX as a line-item luxury. They treat it as preventive ops. They measure it. Fund it. Protect it. Because solving root problems always costs less than endlessly triaging symptoms. If your support team is swamped or onboarding is stalled, it's probably not just a content issue. It's a UX issue—and you're already footing the bill.

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🎛️ How we keep design decisions in sync across dozens of product teams at inDrive In previous posts, I focused on the designer’s role inside a product team. But every designer is also part of the design department, and that comes with a second set of responsibilities. ✦ Why this is so important Today, a passenger might book a taxi within the city, tomorrow ride between cities, and the next day send a parcel by courier. On the other side, a driver might switch between ride-hailing and courier jobs in the same week. For them, it’s still one product. We want them to feel at home no matter which part they use — whether it’s booking a ride or sending a package — without relearning patterns or stumbling over inconsistent flows. ✦ Product team ↔ design department As part of a product team, a designer works on that team’s specific goals, solving user problems and delivering features. As part of the design department, the same designer contributes to strategic initiatives that run in parallel to product work. These might include: ▸ Evolving the design system and shared patterns ▸ Running cross-product redesigns ▸ Improving design processes ▸ Building a stronger shared design culture This dual role ensures we don’t just hit product team goals, but also improve the overall quality and consistency of inDrive’s design long-term. ✦ Our alignment engine: design syncs The backbone of our alignment is the design sync — regular open sessions for all product designers. In these sessions: ▸ Designers share ongoing work from early sketches to final flows ▸ Peers give feedback and spot overlaps ▸ We catch cross-team dependencies early, before they create friction This keeps patterns aligned across teams and ensures similar problems get similar solutions. ✦ The role of design leads Design leads act as connectors between product teams. They: ▸ Spot when multiple teams are solving the same problem ▸ Facilitate collaboration so we reuse strong solutions instead of reinventing ▸ Coordinate quarterly cross-team initiatives using the DACI framework: — Driver: responsible for moving the initiative forward — Approver: makes final calls on key decisions — Contributors: provide input and expertise — Informed: kept in the loop on progress and decisions ✦ The design function as the glue Our design function supports this alignment by: ▸ Maintaining the design system — common components, patterns, and guidelines ▸ Running and moderating design syncs and critique sessions ▸ Facilitating DACI-based initiatives and tracking their outcomes ▸ Helping onboard new designers into our shared language and standards This layer ensures designers embedded in product teams still act as part of one design culture. ☯︎ Consistency here doesn’t mean every screen looks identical. It means the experience feels coherent — whether you’re booking a ride or sending a parcel. How do you keep your teams in sync when they’re working on very different parts of the product?

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