Cap Watkins

VP of Design at BuzzFeed. Formerly at Etsy, Amazon, Formspring and Zoosk. Draws pretty pictures on the Internet all day.

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A Few Traits of Successful Managers

I’ve been thinking a lot lately about what makes great managers great. The craft itself is pretty nebulous to describe, because the needs and responsibilities themselves oftentimes differ from day to day, week to week, year to year. As a team grows and evolves, so does the role of the managers on the team. For a long time I wondered if it was just a you-know-it-when-you-experience-it kind of thing. But as I’ve thought about it more, I do think there are a few constants that all great managers (or future managers) have:

Great managers trust their team.

But not blindly. I’ve seen a more than a couple managers defend their teams even when it’s incredibly obvious that the work isn’t up to snuff or the team isn’t functioning well. Great managers build teams they can trust. And if trust isn’t there for some reason, it’s part of your job to build it.

That last bit is particularly tricky

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Scaling Design

After writing about how the first few weeks at BuzzFeed have been going, I got a few requests for more details on how I’m approaching the needs of the design team. As I mentioned in the last post, a lot of the design team needs at BuzzFeed mirror those of Etsy’s design team a couple of years ago. And while I know that two data points does not a trend make, hopefully some of these tips and details are general enough to be useful to a few teams out there.

Career tracks and clearly-defined roles.

Hopefully, it’s already obvious how important this is for keeping talented folks around at your company. Giving people clarity on their role and their path forward gives them something to work for, as well as allows them to stop wondering if they’re doing a good job or not. Would you rather awesome designers be designing awesome stuff? Or wondering if what they’re doing is a part of their job or

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Two Weeks at BuzzFeed

As one could probably guess, I’ve been a little heads-down the last couple of weeks on-boarding at my shiny new job. Luckily, I have friends like Hunter, who remind me to come up for air, look around and think about what I’ve been experiencing. So, quickly, here are a few takeaways from my first weeks both at BuzzFeed and as a VP of Design.

First and easily most importantly, the people are awesome. From the product designers to product managers to engineers to editorial, everyone has not only been incredibly welcoming and enthusiastic, but also really straightforward about what can be improved. While it can be easy to simply opt for positivity or opacity in place of critical thinking, the people at BuzzFeed seem to have found a nice medium where they can think critically about how things are going and remain optimistic about the future. Tack onto this that everyone I’ve met is

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17 Reasons I’m Joining BuzzFeed

For the last couple of months, I’ve been talking with a lot of companies, founders and design teams about what my next move should be. It’s been an amazing process and I’ve met no small number of passionate people working on really interesting problems. I said this a couple of years ago and I’ll say it again now: this process has really reaffirmed my belief that our industry is one of the most interesting ones to work in right now. It’s easy to get into the weeds about vapid apps and insane valuations, but there is so much going on that isn’t that. There’s so much going on that is meaningful and worthwhile. It’s an exciting time.

With all that said, I’m joining BuzzFeed as the VP of Design starting tomorrow and I couldn’t be more pumped (and nervous). And, for posterity’s-sake really, I wanted to write a few notes about what brought me onboard and why I’m so excited about the future of

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Every quarter when I collect and review feedback for the people I manage, I, of course, spend quite a bit of time thinking through my own observations and what the future could look like. In doing so these last couple of weeks, I also found myself reflecting on all the ways I’m grateful for what the people I manage bring to the table. Whether it’s awesome leadership, collaboration, a positive attitude or design skills, every designer brings something unique and helpful to myself and their teams.

I think a lot of managers either forget or don’t know that showing appreciation for people’s contributions is one of the most powerful tools we have. Raises and promotions are absolutely ways to do so as well, but it’s important not to underestimate how powerful it is to tell the people you manage that you value their contributions. Because while raises and promotions are fine tools, they’re

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The Value of Transparency

Over the last few years, I’ve been a big proponent of transparent, inclusive processes, both within design, product development and across whichever company I was working at. Recently, I was asked directly what I think the value of transparency really is. I mean, doesn’t transparency and inclusivity create a Design By Committee-type environment? Isn’t part of my job as a manager to shield my reports from the regular craziness of a complex organization? Surely I’m not transparent about everything, right?

While there are definitely a few scenarios I’ll refrain from sharing designs or information, which I’ll list out a little later, I otherwise try as much as possible to opt for maximum information sharing. And while I’m not perfect at doing so, I’ve noticed benefits to both the projects and the people I manage.

Transparency builds confidence.

This is true for both design and for people

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Hypothetical Futures & Product Design

I was talking to a few engineers yesterday about implementation details for a project we’re working on at Etsy. At some point, we found ourselves disagreeing over one specific implementation versus another.

But someday we might want things to be this way, someone said, so we should future-proof things now.

Now, I’ve used this exact argument several times in my career, both as a designer and a manager. I’ll be thinking about the road ahead while trying to solve a problem we have right now. The issue is that, most of the time, the future I’m working with is entirely hypothetical. And by “future-proofing” my feature I’m making decisions and compromises based entirely on my own assumptions. And when the roadmap changes (as it nearly always does), the product I designed will be left feeling half-finished or not as well-considered, simply because I optimized for later instead of optimizing

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More Solutions, More Problems

Recently I stumbled across an old presentation that I and the other two design managers, Kim and Jay, put together in my first few months at Etsy. The topic revolved around the current challenges the design team faced, as well as new ways of looking at ourselves and our roles. I remember so distinctly giving that presentation to the whole team and feeling a sense of pure focus: here are the challenges we face, and here are some things we can do right now to make our lives and products better.

Looking back now, it’s kind of amazing how far we’ve come since that first meeting. The product design team has grown and evolved a metric ton in the last two years. Those challenges we identified in 2012 are, largely, in our rearview mirror. We did it. We achieved.

It turns out, though, that overcoming those first challenges only revealed (and at times created) new ones. Like peeling an onion

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The iPhone 6 - A Practical Review

Leading up to purchasing and receiving the iPhone 6, I read a lot of the pre-release reviews from the usual suspects. And while they were certainly interesting and helpful (stress testing the hardware, battery, etc.), I find that there are a lot of small, practical things that aren’t covered (or maybe I miss them) that wind up appearing in my everyday usage. So! Here’s a practical guide to the new parts of the iPhone 6.



 It’s Really Beautiful

Seriously, Jony Ive must have discovered, drank from and escaped the Temple of the Crescent Moon or something, because everything that comes out of Apple’s hardware department (besides those weird-ass new Airport Extreme Base Stations) is unbelievable. I don’t understand how they make those silky curves, or how a phone that big can be that light. There’s literally no one else I can think of playing in the same league. The curved sides

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Sticking a Fork in Passion

When I was young, I wanted to be a doctor.

Unsurprisingly, my parents were in full support of this idea, buying me a kids’ microscope set, lots of books on the human body and, of course, this fantastic CD-ROM set:


I got into a bit of trouble in elementary school, actually, when I brought BodyWorks printouts of the entire human body (both male and female) to class so I could show off my newfound scientific knowledge to my friends. In my defense, it was visuals of the internals, but I guess that was close enough. Until I was sixteen, I really thought I’d wind up as a physician.

Then, at the beginning of my junior year of high school, I got a failing grade on a paper for my English class. Dr. Granger Babcock was having none of this five-paragraph-essay bullshit and, quite appropriately, let me know that my first essay wasn’t going to pass. He explained in detail the power of the

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