co:lab
Building a team from the scratch
UOL, the largest Brazilian company in the digital content, technology, and services industry, serves over 2.5 million subscribers and is the global leader in Portuguese-language content, with more than 7.4 billion monthly page views and 114 million unique visitors each month.
In 2015/2016, UOL’s design team, which supported its services division, underwent a major restructuring inspired by the Spotify model. During this time, I took on a new challenge: building a team from scratch with a completely new role.
The process was demanding, requiring significant time and effort, and the early days were far from easy. But looking back, I’m incredibly proud of my personal journey and what we accomplished as a team. Within just a few years, we became a company benchmark—not just for the quality of our work but also for our innovative approach, daily routines, team culture, and collaborative environment.
I led and managed this multidisciplinary team through its entire evolution until my departure from the company. In collaboration with the team lead, I co-developed a feedback model that was eventually adopted by other teams across the organization.
SKILS: strategic thinking . organization . facilitation . creativity . leadership. management . empathy . active listening
Initially, the challenge was not just to create a team but also to foster a sense of community among designers and others passionate about design within the company. Along the way, we uncovered the core question at the heart of this challenge:
How can we help team members feel fulfilled at co:lab, while recognizing their identity and importance in the UOL ecosystem?
Another major challenge was managing complex projects that impacted multiple products simultaneously.
As the team grew, we faced an additional challenge: scaling while preserving the culture we had built and ensuring our work continued to have a direct and meaningful impact on the company’s products.
There’s no one-size-fits-all process for building a team. Success depends on the people, the context, and the team’s history. The key is understanding the situation and adapting to what’s needed at the time.
Here are the steps and processes I followed, often co-created with the team lead:
Together with the lead and the team, we built a multidisciplinary group that became widely recognized throughout the company. Our work influenced numerous areas and projects, while team members grew significantly in their roles and skills.
Even after moving on to different companies, the team’s strong bond endured. Their feedback about that time remains consistently positive, underscoring the lasting impact of our work.
Trained and influenced over 200 collaborators through workshops and meetings that shared design knowledge and experiences.
Delivered and contributed to more than 20 projects across 10+ areas, including marketing, HR, content, finance, technology, and product.
Achieved one of the lowest turnover rates in the company, with an average team tenure exceeding two years.
This journey was truly transformative for me. I had to reinvent myself and grow in completely new ways. While it’s hard to capture everything I learned, here are some key takeaways:
Leading a team is demanding, but it’s incredibly rewarding. For me, a team is one of the most important projects you can take on. It requires focus, prioritization, space, routines, resilience and hard work. Along the way, you’ll experience a wide range of emotions—joy, sadness, frustration, and fulfillment—all of which contribute to a constant and meaningful learning process.