Over the past four years, I've had the privilege of growing a healthcare technology design team from 2 to 20 talented individuals. Along the way, I've learned that getting hiring right from the start prevents countless headaches down the road. Here's my approach to building strong design teams that last.

Five Core Principles

1. Find True Believers

It's a bit like dating – you want someone who's genuinely excited about what you do, not just looking for any port in a storm. I look for signals of authentic interest before candidates even know our story. Sometimes it's in their portfolio focus, sometimes in their previous work. When I ask "What are you looking for in your next role?" (before sharing details about our environment), I'm listening for genuine alignment with our mission and values.

2. Give People Agency

Nobody does their best work when they're stressed about arbitrary constraints. I've found that giving candidates choices during the interview process – like deciding between a take-home or in-person design challenge – helps them show their true capabilities. Plus, how they handle these choices often reveals their natural working style.

3. Look for Culture Adds

The old "culture fit" approach can lead to homogeneous teams. Instead, I look for people who'll add something new while aligning with our core values. Some of our best hires have brought fresh perspectives that challenged our assumptions and made us better as a team.

4. Value the Journey

I care more about how someone thinks and grows than whether they've got all the right answers. The strongest portfolios I've seen don't just showcase successes – they tell stories of iteration, learning from feedback, and continuous improvement. This tells me how someone will handle real-world challenges on our team.

5. Consider Every Interaction as Design Work

The way a candidate structures their portfolio, presents their work, and engages with the team is a preview of how they'll approach their actual work. I once had a fantastic candidate who checked all the technical boxes, but when they took a break during the interview, they started vaping in our office. It was a clear signal that we had different expectations about professional environments.

Three Ways I Evaluate Candidates

1. Create Clear Personas

Before opening any role, I write a clear picture of who we need:

"I'm looking for a UX Designer with around 3 years of experience building complex software. Ideally, they'll have some healthcare background – maybe as an MA or therapist. They should get excited about user research and show real commitment to iteration in their portfolio. They'll be working on our Population Health team, so they need to be comfortable with data and systematic thinking."

This helps everyone involved in hiring understand what success looks like, while leaving room for exceptional candidates who might bring unexpected value.

2. Score Systematically

I evaluate each candidate across key areas depending on the job. Here are some examples:

• Product Thinking

• Leadership

• Visual Design

• Design System Management

• Research

• Domain Knowledge

• Proactivity and Drive

• Communication and Collaboration

Each area gets a score based on specific signals I observe throughout the process. It helps keep decisions objective while acknowledging the human elements that make someone great to work with.

3. Watch the Details

How candidates handle the interview process often mirrors how they'll handle their work. I pay attention to:

• How they organize their portfolio

• Their preparation and communication style

• Their attention to detail

• How they handle unexpected questions or situations

Our Process

I've learned to keep the interview process focused and efficient – usually about 3-3.5 hours in a single day:

1. Phone screening

2. Hiring manager interview

3. Behavioral interview with a team manager

4. Design or management challenge

5. Portfolio presentation

6. Reverse interview with team members (no managers present)

The reverse interview is particularly valuable – it gives candidates a chance to ask candid questions about what it's really like to work here, without the pressure of having managers in the room.

Final Thoughts

Building a strong design team isn't just about finding the most skilled individuals – it's about finding the right mix of people who can work together effectively while pushing each other to grow. I've found that taking the time to be thoughtful and systematic about hiring, while remaining open to surprises, leads to the best outcomes.

Remember, every hire changes your team's dynamic. I've learned to trust my process but stay flexible enough to recognize exceptional candidates who might not fit the usual mold. Sometimes the best hires are the ones who bring something unexpected to the table.

The extra effort invested in careful hiring pays off many times over in team stability, productivity, and happiness. As our field continues to evolve, having a clear but adaptable approach to building teams becomes increasingly valuable.