Growing a remote team that thrived.
I grew a remote-first UX team through one of the most challenging times in tech. By focusing on trust, clarity, and belonging, we built great products and a culture that brought out the best in everyone.
Overview
In 2021, during a global pandemic, competitive talent landscape and Knock’s rapid pre-IPO growth, I led the expansion of our remote-first UX team. Within a year, our team grew by 350%. During this hiring bonanza I improved hiring processes, cultivated team culture, and built trust resulting in an engaged, high-performing team of UX designers, visual designers, and researchers.
Challenge
In 2021, Knock received a $2 billion valuation by Goldman Sachs and was preparing for an IPO. Our rapid growth and numerous product initiatives created a need to scale the UX team quickly and effectively. I led the effort to build out a high-performing, remote-first UX team that supported Knock’s ambitious growth trajectory.
As the UX hiring manager, I faced three challenges:
No Hiring Framework
Knock had no alignment practices for recruiting and interviewing, requiring me to implement a process to improve the candidate experience.
Scaling Without Compromise
The need to scale quickly to meet business demands had to be balanced with maintaining the high standards required for top-tier talent and team performance.
Creating Connection Remotely
With a fully remote team of new employees, establishing trust, engagement, and collaboration presented a unique challenge.
Despite these obstacles, I built and nurtured a dynamic team of UX designers, visual designers, and researchers who believed in the mission, thrived in ambiguity, and delivered impactful work.
Results of my work
Built a Thriving Remote UX Team
Grew a distributed, high-performing team in under a year through clear purpose, intentional hiring, and strong culture. Defined what “great” looked like, built alignment across teams, and hired people who could thrive long-term in a remote-first environment.
100% Retention Rate
Created an environment where UX professionals felt supported, challenged, and inspired.
Elevated UX to be a Strategic Partner
Built a UX function that shaped strategy, not just screens—bringing insights and ideas that directly lifted conversion and satisfaction metrics while shaping company direction.
83% of talent say a negative interview experience can change their mind about a role or company they once liked.
Deloitte
What I did
To meet Knock’s ambitious growth goals while building a team that could thrive remotely, I focused on three key areas: process, pace, and culture. Each decision was grounded in trust, clarity, and a long-term vision for scale.
Established UX Hiring Processes
Building trust from day one was essential. I introduced the Performance Profile framework to align hiring expectations between stakeholders and candidates. This created clear, consistent role definitions, a transparent and equitable hiring process, and strong early alignment with new team members.
Hired for Quality & Speed
To keep up with growth in a competitive market, I aligned closely with recruiters, implemented structured interview loops, and offered competitive compensation, career pathways, and flexibility. As a result, we scaled the team by 350% in one year—without sacrificing quality or culture.
Created a Dynamic Remote Team Culture
A thriving remote team requires more than tools—it needs intention. I built a culture rooted in autonomy, creativity, and human connection by cultivating open communication, embedding collaboration into daily rituals, and championing continuous learning and ownership. I created a 360º review process for my team that Knock eventually adopted companywide.
“Allie built the culture of her UX team and set the tone of expectation through leading by example; she very much embodies the servant-leader philosophy and supports her team in a really big way...”
Beth M.
Former Head of Talent Acquisition at Knock
Then this happened …
Two years in, our funding dried up and Knock went through multiple rounds of layoffs. Over the course of three years, multiple rounds hit my team. I did what I could to help my team land well—recommendations, references, and making introductions.
By the end, I was the last UXer left on the team. It wasn’t the ending I wanted, but it reminded me why leading with care matters, even when things fall apart.