Martin Granstrom is redefining design leadership at Sam’s Club, integrating design as a core strategic asset within one of the world’s largest retailers. Since joining in 2018 as Senior Director, Head of Design, Martin has climbed to the Officer-level rank of Vice President, positioning him among Walmart Inc.’s top ranking leaders. This role grants him access to pivotal decisions at the highest levels, aligning design with strategic business outcomes across the organization. His journey—from his early days in Sweden to guiding global brands—captures the evolution of a designer into an influential strategic executive. In this Q&A, Martin shares insights into his career path, leadership philosophy, and vision for design’s future impact.
1. History of Your Design Story:
What was your first design job? What was your background leading into that role, and what was it like to be a designer at that time? Help us visualize the “younger you as a designer.”
I landed my first paid design job while still in college at the University of Lund in the late 90s, working for Axis Communications. The company had pioneered several network innovations, including the first network camera, and my task was to design a two-row monochrome user interface for the AXIS 700 Network Scan Server—a device that allowed you to scan PDFs and send them via email directly from the printer, which was groundbreaking at the time. My team consisted of me and an industrial designer, and we were dealing with the challenge of integrating a hardware-based interface with a highly innovative UI.
At the time, it felt like cutting-edge work, and I was immersed in understanding how hardware and software could converge to create seamless user experiences. As a young designer, I was wide-eyed, learning not only about the technical complexities but also how design could truly impact the usability of an emerging technology.
2. Design Leadership Journey:
What is your current role and scope? How did your cumulative career experiences enable you to get to where you are today? Any key lessons?
Today, I serve as the Vice President of Design at Sam’s Club, overseeing product design, research, and accessibility for both member-facing and associate-facing experiences. My team is responsible for digital interactions and increasingly, the physical In Club experiences as well.
Throughout my career, I’ve held leadership roles at well-known global brands and even spent time leading design for a unicorn startup. These varied experiences shaped my ability to scale, position, and grow design teams, aligning them with the business’s broader goals. The most significant lesson I’ve learned is to lead with empathy. Empathy builds trust and creativity within teams, allowing them to thrive and push the boundaries of what’s possible.
3. Leadership Philosophy:
What makes an effective design executive? How do you measure success as a design executive? How would you characterize your leadership style?
To be an effective design executive, you first need to understand how the rest of the executive organization views design. Are they still in the “make it pretty” phase, or are they seeking design to drive strategy? The answer will guide how you set goals and define success.
As a leader, I hope to be seen as empathetic and someone who speaks for and drives the value of design. I measure success by how effectively design impacts the broader business outcomes—whether that’s through better customer experiences, higher engagement, or new strategic directions informed by design thinking.
My leadership style centers on empathy and advocacy for the team. I ensure that the value of design is clearly communicated and recognized at all levels of the organization.
4. Forward-Looking Changes in the Industry:
What pivotal changes do we need to make as a profession? What is holding us back, and where do we need to make concerted changes?
As a profession, we need to consistently demonstrate the value of design higher up the value chain, particularly in how it can drive business outcomes and inform strategy. Design should not just respond to business needs but also lead experience-led strategies rooted in empathy and user-centric thinking.
What holds us back is often the ability to influence key stakeholders. Designers need to be more proactive in building partnerships and aligning their work with strategic goals. A playbook for how to effectively bring stakeholders along on the journey could make a significant difference in how design is perceived and valued.
5. Vision for DXC:
What is your vision for DXC? How do you see us making a positive impact on our members, the design industry, and the broader business landscape?
I believe that as a group, DXC has a unique combination of insights and expertise that can significantly elevate the role of design in businesses across industries. We have the potential to not only shape the current design landscape but also mentor the next generation of leaders.
