[Problem ] I work at a creative agency and frequently switch between my company's organization and multiple client organizations within Figma.
The biggest issue I face is accidentally creating a new file in a client’s workspace when it was intended for our internal use or for another client. This is a significant security risk.
Because the Figma UI allows users to create files instantly via the "+" tab or shortcuts, it is very easy to lose track of which organization is currently "active." If I am working on a client file in one tab and decide to start a new internal draft, Figma often defaults the new file's location to that client's organization. Currently, there is nothing to prevent this.
[What I am looking for]
We are currently considering the following manual workarounds to mitigate this risk:
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Separating Windows: Opening each client’s project in a completely separate window.
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Mixing Desktop App and Chrome: Using the Desktop App for internal work and the Chrome browser for client work (since browsers allow us to use different color profiles or profiles for visual distinction).
However, these are not ideal solutions. In a high-pressure environment with tight deadlines, relying on a designer’s manual vigilance or "crisis management awareness" is not enough. Human error is still likely to occur.
[Dear Figma team]
We love Figma. It is an essential part of our workflow, which is why we want to see it evolve to better support professionals working across multiple organizations.
We hope to see an evolution in Figma’s core design that prevents this kind of mistake from happening. For example, similar to how Slack manages organization switching, it would be wonderful if the UI made it instantly clear "where" we are currently working.
Rather than just a "recent files" list, we need a structural design that ensures we are always aware of the active organization context, especially when creating something new. We believe such an improvement would make Figma even more secure and reliable for agencies and large-scale teams.
