Ted Goas

What they show

A Design Manager at Dialpad who calls himself 'a player-coach kind of design manager' and has the pages to back it. The Dialpad entry (2020 to present) opens with 'first designer on the company's support product' and lands on 'now manage a team of eight designers', with the growth in between: several zero-to-one products, integrations after three acquisitions, the support product from $50M to $300M ARR, and a chatbot that deflects 62% of requests against an industry benchmark of 59%. A separate 'Dialpad Team work' page (2022 to present) is the management case study: Design DRI for the support and sales products, a team grown from two to eight, a structured feedback system that cut design review cycles nearly in half, internal tools now used company-wide, and designers he coached who have stepped into leadership roles. The Stack Overflow entry (2016 to 2020) is the same shape one chapter earlier: first designer on Enterprise and Teams, a single customer grown to over 30, the email design system built. Cerberus, the open-source email framework he created and sold in 2025, sits alongside. A note on every work page says: 'This is a highlight reel, not a full case study.'

Why it works at this level

The Manager level needs proof of two things at once, and Ted's structure delivers both in the same paragraph. Each role starts with him as the first designer, which is the craft proof, and ends with the team or the product he grew, which is the leadership proof, so the reader never has to switch modes. The numbers are the right kind: ARR, deflection rate, customer count, team size. Cerberus does the work that a side project does on the best sites here, answering the 'still hands-on' question with something public and permanent. And the 'highlight reel' note is a quietly confident move: it tells a hiring manager the depth exists without making them read it, which is how a manager presents work in an interview anyway.

What to steal

Write each role as an arc from how you arrived to what you left behind, with the team size at both ends. Put the business number and the team number in the same sentence so they read as one outcome. If you've built something public, keep it on the site forever; it outlasts every employer.

What I'd change

One thing I'd push on. Every site here is good; this is the note I'd send the author.

The leadership page is the second Dialpad entry in the list, so a hiring manager reading top to bottom meets the IC highlight reel before the chapter that answers the Manager question. Leading with the team page, or merging the two, would do more than any wording fix; so would putting the headcount on the homepage, which still describes him as a player-coach without saying how many people he coaches.