Sunny Lee is a Design Director at Tiffany & Co, and she epitomizes balance:
Highly professional, but warm and friendly. Makes art, but also consumes it. Leads others, but gets her hands dirty.
Here’s her advice on how to be a super pro.
MA: Some people like to put up walls between work and play, and don’t become friends with their team members. Your approach is the exact opposite. Tell us about it.
SL: I started my career at Anomaly NY, where everyone spent time together at work and after work. The company cared deeply about culture and was very selective in hiring talent who would get along with each other.
Most of my co-workers were in their 20s or 30s and were extremely passionate about design and creativity. We would concept, brainstorm, and obsess over design details during the day. After work, we’d head to a bar on Spring St. to talk about art, fashion, and trends.
This family-like culture has definitely shaped who I am as a person and influenced how I treat my team. When I start a new job, I spend a lot of time getting to know the team—learning about their backgrounds, interests, favorite foods, and dislikes.
Being close with your co-workers enhances the work dynamic.
What do you love about NYC, what do you love about Seoul, and what do they have in common?
This is my 13th year in NYC. I’m surprised every time I realize how long I’ve been here.
I’ve settled in NY because I feel most accepted here. People in Korea often found my way of speaking a bit rude, whereas in NY, I’m perceived as direct. I also love my friends here who inspire and support me.
I love Seoul for its excellent food, punctual trains, and 24/7 convenience stores. In recent years, there’s been a cultural boom with the rise of K-pop and cinema. It’s amazing to see different neighborhoods emerging, with great fashion and nightlife as well.
What NYC and Seoul have in common are competitiveness and pressure. Both cities are fast changing and competitive. It can be stressful, but I thrive under stress.
Did you enjoy the transition from designer to managing designers?
I started managing a team when I accepted a Design Director role at Equinox in 2021. Even now, as a Design Director at Tiffany & Co, I’m never just managing. I am still actively working on projects and designing. It’s more like 70% managing 30% designing. I like to keep this proportion since I love crafting.
Design is an ever evolving practice and I don’t think I’ll ever reach a point where I’m just happy telling people what to do. I need to stay in the trenches to keep up with the latest programming, tools, and trends. If things get hectic and I need to focus entirely on managing, I find ways to create outside of my day job.
Managing is rewarding because you get to see the people grow. The responsibility has its own challenges, as different people require different levels of attention. Some need minimal oversight and room to work independently, while others benefit from more direct involvement and coaching.
Getting to know each designer helps me understand what they need from me.
When making hires over the years, have you ever had to “replace yourself” or hand off a responsibility that you didn’t want to let go of?
It’s challenging when my OOO periods overlap with a pivotal campaign. I usually plan my absences to avoid those conflicts, but it does occasionally happen, so I rely on finding the most capable person on the team to support the project. This is why hiring the right people is crucial.
If I hire capable individuals, I can hand off projects with greater confidence.
Can you think of a pivotal moment or learning, at any point in your trajectory, that shaped your professional existence?
Being nice to people has its limits.
One of my professional ethics is that I treat my team how I want to be treated. I want them to feel good when they leave work. Over the years, I’ve had some designers take advantage of this mindset of mine. They would slack off work. Not push the creative. Settle for mediocre knowing that I wouldn’t say anything harsh.
I had to learn how to write colder emails and have tougher conversations. It’s the least favorite part of my job, but an important one.
What is something that you changed your mind about recently?
That breakfast is important. I had a habit of skipping breakfast but my trainer has convinced me to prioritize it. It’s given me a lot more energy and strength!
What does a day in New York look like for you? Are you rigid scheduler, or more spontaneous?
I love Asian food, so I’m always at lunch or dinner in Chinatown, St. Marks, or Koreatown. I visit art galleries at least once a month, such as Perrotin, and shop in the Lower East Side.
I live in Brooklyn, so I tend to avoid uptown, but I need to visit the Met soon to see Edward C. Moore’s collection. I’m excited to see the silver designed under his direction for Tiffany & Co.
What’s your advice for an up-and-comer who wants to build a big life in your industry?
You need to start somewhere. People see my recent roles at Equinox and Tiffany & Co. and think I’ve always been at luxury. I did not start with luxury.
Early in my career, I designed for brands like Campbell’s, Hershey’s, and Diageo. While these brands didn’t fully align with my personal aesthetics, I learned a lot working for mass commercial brands.
It’s nearly impossible to land your dream job right away. Start somewhere and keep looking for opportunities that align with your interests. When an opportunity arises, do everything you can to seize it.
What’s your advice for a leader at your level who has become jaded?
One reason you earn more than those who work for you is because you are responsible for your own motivation. Staying inspired requires effort and time. Engage with new experiences—look at things, read books, watch films, travel, absorb your surroundings, and talk to people.
If you’ve done everything you can but still can’t find the passion within yourself, take a break. Don’t let your negative energy affect the team. You are responsible for your own motivation!
