Figma CEO Acknowledges Early Failures To Reshape Company Culture And Steer IPO-Era Ambitions

Figma chief executive Dylan Field admitted he struggled as a manager during the company's formative years but has since used those shortcomings to forge a leadership style rooted in clarity, feedback and self-improvement - a transformation that comes at a critical time as the company navigates public markets, AI-led expansion and investor scrutiny.

Field told the“First Time Founders” podcast that when he launched Figma with co-founder Evan Wallace, he lacked essential management skills. The platform - which began its life as a browser-based design tool - was initially shepherded by a CEO more comfortable with code than people management. Field confessed that he often faltered at communicating expectations, failed to provide structure, and struggled to keep early hires engaged. At one point, senior colleagues intervened and urged him to get help:“It was like, 'You need to get some help,'” he recalled. That wake-up call paved the way for mentorship and coaching that fundamentally reshaped his approach.

Field's pivot from instinct-driven management to a more disciplined style emphasises regular check-ins, accountability and clear leadership structures. He credits his first managerial hire, Sho Kuwamoto, for being a mentor and helping to build a more sustainable internal culture. The shift, Field argues, proved vital as Figma rapidly scaled: today the company employs more than 1,600 people across global offices.

This internal evolution coincides with a turbulent moment in Figma's public life. The company went public on 31 July 2025, listing on the New York Stock Exchange as FIG at a price of $33 per share. Initial enthusiasm saw the share price soar - climbing more than 250 % on debut, reaching a valuation around $56–60 billion. That surge vindicated a failed $20 billion acquisition by a major creative-software rival, underscoring how Figma's independent standing had become a competitive strength.

The IPO was widely watched both for its scale - roughly $1.2 billion was raised - and for the liquidity it provided to founding members and early investors. Field sold approximately 2.35 million shares, netting tens of millions, while retaining voting control through Class-B shares. Several venture-capital backers also realised substantial gains. At the same time, insiders note the IPO had the character of a liquidity event rather than purely a fundraising exercise, with a majority of the offered shares coming from existing stakeholders rather than new capital for the company.

Post-IPO, Figma has doubled down on a strategy built around aggressive product and AI development. The firm has expanded its suite beyond core design tools - rolling out features for website creation, marketing-asset generation, and“Dev Mode” workflows aimed at bridging design and code. Internal filings highlight“AI” hundreds of times, illustrating how the firm now envisions itself as a broader platform for digital creation. Executives have publicly framed AI not as a threat to employment but as a force multiplier, enabling designers and developers to focus on higher-value, creative tasks.

Industry observers suggest the CEO's newfound management discipline underpins Figma's ability to deliver on this strategic pivot. With a company that now spans numerous products, geographies and teams, organisational clarity is critical. Compared with the early days - when many staff quit as product delays mounted - today's Figma appears more stable and mission-driven.

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