A designer, a customer, and a conversation :)
One customer interaction a day.
That’s our stretch goal for next year.
The idea came from a quiet frustration.
As designers, we were always part of new product reviews — usually alongside PMs or CSMs — sometimes collaborating, sometimes just listening. But rarely driving.
And because of that, we rarely got to pick who we spoke to, build deeper relationships, craft a personalised narrative, or even go deep without the conversation drifting into other product issues.
So we decided to fix that.
This quarter, we laid the groundwork — got (very excited) customers to opt in, ran early sessions, and fine-tuned how we show up.
After a dozen such interactions, it’s clear this hits differently.
No filters. No baggage. Just real people imagining how the new design might make their day a little easier, a little better.
The clarity, the empathy, the spark in their eyes — it’s been energizing.
A reminder that no tool or AI — can replace what happens when a designer sits across from a human and simply asks, “Tell me more.”
One customer interaction a day.
That’s our stretch goal for next year.
The idea came from a quiet frustration.
As designers, we were always part of new product reviews — usually alongside PMs or CSMs — sometimes collaborating, sometimes just listening. But rarely driving.
And because of that, we rarely got to pick who we spoke to, build deeper relationships, craft a personalised narrative, or even go deep without the conversation drifting into other product issues.
So we decided to fix that.
This quarter, we laid the groundwork — got (very excited) customers to opt in, ran early sessions, and fine-tuned how we show up.
After a dozen such interactions, it’s clear this hits differently.
No filters. No baggage. Just real people imagining how the new design might make their day a little easier, a little better.
The clarity, the empathy, the spark in their eyes — it’s been energizing.
A reminder that no tool or AI — can replace what happens when a designer sits across from a human and simply asks, “Tell me more.”
The quiet high performers you might be missing
The most revealing 1-1 check-ins aren’t with the loudest or the lowest performers. They’re with high performers who keep their spark low-key.
I just wrapped up quarterly 1:1s with my 14 direct reports — the last round before year-end reviews, so it carries more weight. People reflect harder, own their stories more, and you start to see where confidence and doubt really sit.
Fourteen is a solid enough base to notice patterns. And this time, three stood out clearly.
1️⃣ Some were genuinely excited — proud of what they’ve built, clear about their impact, and confident about what’s next.
2️⃣ Some admitted to a slower quarter — whether because of shifting priorities, blockers, or just burnout — and were already thinking about how to bounce back.
3️⃣ And then there were a few who’d put in solid effort, delivered strong results… but spoke about it almost casually.
As a manager, it’s easy to celebrate the excited ones or coach the struggling ones.
But the quiet high performers? They’re not disengaged. In fact they care deeply — you can tell. And if we’re not paying attention, they’re the ones who often slip through.
Because performance isn’t always loud.
And leadership is about noticing the ones who don’t need to be noticed — but deserve to be.
The most revealing 1-1 check-ins aren’t with the loudest or the lowest performers. They’re with high performers who keep their spark low-key.
I just wrapped up quarterly 1:1s with my 14 direct reports — the last round before year-end reviews, so it carries more weight. People reflect harder, own their stories more, and you start to see where confidence and doubt really sit.
Fourteen is a solid enough base to notice patterns. And this time, three stood out clearly.
1️⃣ Some were genuinely excited — proud of what they’ve built, clear about their impact, and confident about what’s next.
2️⃣ Some admitted to a slower quarter — whether because of shifting priorities, blockers, or just burnout — and were already thinking about how to bounce back.
3️⃣ And then there were a few who’d put in solid effort, delivered strong results… but spoke about it almost casually.
As a manager, it’s easy to celebrate the excited ones or coach the struggling ones.
But the quiet high performers? They’re not disengaged. In fact they care deeply — you can tell. And if we’re not paying attention, they’re the ones who often slip through.
Because performance isn’t always loud.
And leadership is about noticing the ones who don’t need to be noticed — but deserve to be.
Not at the table? Even better!
Very few leaders give a f*ck about design.
After all it’s an execution arm — the “make it look great” part after the “real” thinking’s done.
But you know what? Good.
Because, while the business-savvy product folks are busy selling roadmaps and seeking alignment…
We get to build the thing that actually creates attachment!
In a world where busyness has become a proxy for productivity,
the stillness of being left alone is a designer’s biggest competitive edge!
We’re the weird ones who still get to go deep —
Explore, sketch, obsess, refine —
until something is truly good and moves people!
So don’t cry about not being “at the table.”
You’re in the lab.
And that’s where the future gets built.
—
Inspired by Richard Feynman,
the “Actively Irresponsible” scientist who refused meetings so he could keep doing the real work.
Very few leaders give a f*ck about design.
After all it’s an execution arm — the “make it look great” part after the “real” thinking’s done.
But you know what? Good.
Because, while the business-savvy product folks are busy selling roadmaps and seeking alignment…
We get to build the thing that actually creates attachment!
In a world where busyness has become a proxy for productivity,
the stillness of being left alone is a designer’s biggest competitive edge!
We’re the weird ones who still get to go deep —
Explore, sketch, obsess, refine —
until something is truly good and moves people!
So don’t cry about not being “at the table.”
You’re in the lab.
And that’s where the future gets built.
—
Inspired by Richard Feynman,
the “Actively Irresponsible” scientist who refused meetings so he could keep doing the real work.
Compassion won’t make you a great leader!
If you watch leaders carefully — from those guiding ten-person teams to those commanding thousand-person town halls — a pattern starts to emerge.
The best ones don’t win because of compassion, empathy or competence.
They have a deeper focus — the ability to make people see a version of the future that feels almost real.
And once people believe in that future, they forgive everything else — the bumpy ride, the impossible pace, the hard truths.
Steve Jobs wasn’t loved for his warmth.
Elon Musk isn’t known for humility.
Yet both could paint a picture so vivid that people wanted to chase it — even when it seemed absurd.
Empathy, compassion, listening — they’re all good traits.
But belief is what moves people.
And the best leaders don’t just describe the future —They make you feel it.
If you watch leaders carefully — from those guiding ten-person teams to those commanding thousand-person town halls — a pattern starts to emerge.
The best ones don’t win because of compassion, empathy or competence.
They have a deeper focus — the ability to make people see a version of the future that feels almost real.
And once people believe in that future, they forgive everything else — the bumpy ride, the impossible pace, the hard truths.
Steve Jobs wasn’t loved for his warmth.
Elon Musk isn’t known for humility.
Yet both could paint a picture so vivid that people wanted to chase it — even when it seemed absurd.
Empathy, compassion, listening — they’re all good traits.
But belief is what moves people.
And the best leaders don’t just describe the future —they make you feel it.
Great teams don’t need heroes: Lessons from the Peloton
I don’t want to be the hero.
I used to. And I’ve had my fair share of the plaque, the podium, and the spotlight of the “award winning designer”.
But chasing that spotlight came with a hidden message: you can’t do this without me.
And that chipped away trust before I even saw it.
I was lucky to have a mentor who called that out in me early — And recently, I discovered cycling has always had a better way.
In a peloton, riders take turns at the front, cutting the wind while everyone else conserves energy. Stay up front too long and you’ll burn out fast. Try to break away solo, and sooner or later, the pack reels you back in. The win doesn’t belong to the loudest rider. It belongs to the group that trusted each other enough to share the grind.
That’s how I see work.
Take your turn in the wind. Fall back when it’s time. Trust others to pull.
Yet too many companies still celebrate that lone wolf.
The rockstar who “stood out.”.
The hero “who made it happen”.
Here’s the truth most organizations don’t want to hear:
Stop building podiums. Start building pelotons.
I don’t want to be the hero.
I used to. And I’ve had my fair share of the plaque, the podium, and the spotlight of the “award winning designer”.
But chasing that spotlight came with a hidden message: you can’t do this without me.
And that chipped away trust before I even saw it.
I was lucky to have a mentor who called that out in me early — And recently, I discovered cycling has always had a better way.
In a peloton, riders take turns at the front, cutting the wind while everyone else conserves energy. Stay up front too long and you’ll burn out fast. Try to break away solo, and sooner or later, the pack reels you back in. The win doesn’t belong to the loudest rider. It belongs to the group that trusted each other enough to share the grind.
That’s how I see work.
Take your turn in the wind. Fall back when it’s time. Trust others to pull.
Yet too many companies still celebrate that lone wolf.
The rockstar who “stood out.”.
The hero “who made it happen”.
Here’s the truth most organizations don’t want to hear: Stop building podiums. Start building pelotons.
Timeless skills. Automated skills. New essentials.
Working closely with so many product builders, I’m seeing a clear shift: the strongest aren’t doubling down on process, specs and documentation—they’re rewriting the role with judgment, taste, and influence.
Some skills remain timeless.
Some are being automated.
And some new ones are already non-negotiable.
Still timeless
Product taste → knowing what is right for users and business
Ownership → driving outcomes end-to-end
Stakeholder management → aligning engineers, designers, and leaders toward one vision
Disrupted by AI
Research → surveys, and synthesis now automated
Documentation → PRDs drafted instantly by AI
Analysis → data crunching handled by algorithms
New essentials
AI workflows → weaving AI into the product —deciding where to automate, where to augment, and where humans must stay in control.
AI evals → building the discipline to measure accuracy, bias, and reliability of AI systems, and knowing when “good enough” is safe to ship.
Context engineering → shaping prompts, framing data, and setting guardrails so AI delivers useful and relevant outputs.
The playbook has changed for all of us - whether in design, engineering, or product.
Every builder will need to know which timeless instincts to protect, which skills to let AI take over, and which new ones to embrace.
Working closely with so many product builders, I’m seeing a clear shift: the strongest aren’t doubling down on process, specs and documentation—they’re rewriting the role with judgment, taste, and influence.
Some skills remain timeless.
Some are being automated.
And some new ones are already non-negotiable.
Still timeless
Product taste → knowing what is right for users and business
Ownership → driving outcomes end-to-end
Stakeholder management → aligning engineers, designers, and leaders toward one vision
Disrupted by AI
Research → surveys, and synthesis now automated
Documentation → PRDs drafted instantly by AI
Analysis → data crunching handled by algorithms
New essentials
AI workflows → weaving AI into the product —deciding where to automate, where to augment, and where humans must stay in control.
AI evals → building the discipline to measure accuracy, bias, and reliability of AI systems, and knowing when “good enough” is safe to ship.
Context engineering → shaping prompts, framing data, and setting guardrails so AI delivers useful and relevant outputs.
The playbook has changed for all of us - whether in design, engineering, or product.
Every builder will need to know which timeless instincts to protect, which skills to let AI take over, and which new ones to embrace.
Design just went presidential :)
I thought my weekend was set: another round of beers ranting about Trump’s new tariffs with some buddies.
But instead, he threw us all a curveball—by signing an executive order on… design.
Yep, you heard that right. The U.S. government now gets:
🎨 A Chief Design Officer
🏛 A National Design Studio
⚡ A mandate to make public services beautiful and efficient
As someone in India who’s spent most of his career wishing for stronger executive presence in design—so products could be intuitive, simple, and yes, actually beautiful—I’ll happily raise a glass to Trump on this one. 🍻
I thought my weekend was set: another round of beers ranting about Trump’s new tariffs with some buddies.
But instead, he threw us all a curveball—by signing an executive order on… design.
Yep, you heard that right. The U.S. government now gets:
🎨 A Chief Design Officer
🏛 A National Design Studio
⚡ A mandate to make public services beautiful and efficient
As someone in India who’s spent most of his career wishing for stronger executive presence in design—so products could be intuitive, simple, and yes, actually beautiful—I’ll happily raise a glass to Trump on this one. 🍻
Stop starving the next generation of designers
I get a few messages every month from junior designers requesting for opportunities. Sadly, I have nowhere to send them.
The job boards and my conversations with other design leaders tell the same story: senior IC roles dominate while entry-level positions have nearly vanished.
What’s feeding this narrative? “Since AI can handle the foundational work, why invest in developing human talent?”
The real issue isn't that AI can do junior work—it's that we've forgotten what junior work actually is.
Learning to think through problems.
Building design judgment.
Understanding how to collaborate.
Developing the instincts that come from being in the room when decisions get made.
The energy, curiosity, and fresh thinking that juniors bring isn't just nice to have—it's essential for healthy design culture. And if you give them real, meaningful work, mentor them and connect them to the right people—they will deliver. Every. Single. Time.
Without juniors today, who replaces the seniors in 5 years? Time to build balanced teams before it’s too late!
I get a few messages every month from junior designers requesting for opportunities. Sadly, I have nowhere to send them.
The job boards and my conversations with other design leaders tell the same story: senior IC roles dominate while entry-level positions have nearly vanished.
What’s feeding this narrative? “Since AI can handle the foundational work, why invest in developing human talent?”
The real issue isn't that AI can do junior work—it's that we've forgotten what junior work actually is.
Learning to think through problems.
Building design judgment.
Understanding how to collaborate.
Developing the instincts that come from being in the room when decisions get made.
The energy, curiosity, and fresh thinking that juniors bring isn't just nice to have—it's essential for healthy design culture. And if you give them real, meaningful work, mentor them and connect them to the right people—they will deliver. Every. Single. Time.
Without juniors today, who replaces the seniors in 5 years? Time to build balanced teams before it’s too late!
Why my team thanks me for being inconsistent
I got so tired of my feed drowning in "AI will change everything" posts that I decided to write about something truly revolutionary: managing actual humans with feelings and stuff :)
(Almost) Wrapped up quarterly check-ins with my team—2 weeks of 1:1s that reminded me of a management principle that goes against conventional wisdom: Great managers must be inconsistent.
This sounds counterintuitive. We're taught to be fair, predictable, consistent. But here's what I've learned: treating everyone the same isn't actually fair at all.
During these 1-1s, I found myself playing completely different roles:
“The challenger” for someone who gets energized by stretch goals
“The sounding board” for someone who just needed to be heard
“The influencer” for someone whose great work was flying under the radar
“The straight talker” for someone who needed an honest reality check
“The hard truth deliverer” for someone who simply wasn't cutting it
Each person walked into that room with different needs, different motivations, different circumstances. This "inconsistency" is actually the most consistent thing we can do—consistently meeting each person where they are and giving them what they need to succeed.
So here's my controversial take:
Stop trying to be "fair" to everyone. Your team will thank you for it.
I got so tired of my feed drowning in "AI will change everything" posts that I decided to write about something truly revolutionary: managing actual humans with feelings and stuff :)
(Almost) Wrapped up quarterly check-ins with my team—2 weeks of 1:1s that reminded me of a management principle that goes against conventional wisdom: Great managers must be inconsistent.
This sounds counterintuitive. We're taught to be fair, predictable, consistent. But here's what I've learned: treating everyone the same isn't actually fair at all.
During these 1-1s, I found myself playing completely different roles:
“The challenger” for someone who gets energized by stretch goals
“The sounding board” for someone who just needed to be heard
“The influencer” for someone whose great work was flying under the radar
“The straight talker” for someone who needed an honest reality check
“The hard truth deliverer” for someone who simply wasn't cutting it
Each person walked into that room with different needs, different motivations, different circumstances. This "inconsistency" is actually the most consistent thing we can do—consistently meeting each person where they are and giving them what they need to succeed.
So here's my controversial take:
Stop trying to be "fair" to everyone. Your team will thank you for it.
Your edge in design might not be design
The design work that’s moved the needle most in my career…
often hasn’t been the design itself.
(IRecently) It’s actually been the story around it—
why a product matters, what it changes, how it fits into people’s lives.
That’s where my background in advertising and consulting keeps showing up,
not simply as an adjacent skill. But as THE edge.
It’s clearly NOT what my peers and bosses expected from design.
But now?
They see it.
They ask for it.
They rely on it.
And as AI continues to accelerate execution, this ability to connect the dots—across brand, narrative, craft, interaction and user interface —isn’t just useful.
It might become essential.
IMHO, this is the moment of creative generalists.
Not in the jack-of-all-trades mode.
But … A translator. A taste-maker. A sense-maker.
So, if that’s your background: You're not on the edges of design. You're exactly where it might be headed.
The design work that’s moved the needle most in my career…
often hasn’t been the design itself.
(IRecently) It’s actually been the story around it—
why a product matters, what it changes, how it fits into people’s lives.
That’s where my background in advertising and consulting keeps showing up,
not simply as an adjacent skill. But as THE edge.
It’s clearly NOT what my peers and bosses expected from design.
But now?
They see it.
They ask for it.
They rely on it.
And as AI continues to accelerate execution, this ability to connect the dots—across brand, narrative, craft, interaction and user interface —isn’t just useful.
It might become essential.
IMHO, this is the moment of creative generalists.
Not in the jack-of-all-trades mode.
But … A translator. A taste-maker. A sense-maker.
So, if that’s your background: You're not on the edges of design. You're exactly where it might be headed.
Burnout is the tax on undervalued design
Lenny’s recent poll on burnout among product teams had a surprising result for many: Designers were the most burnt out.
But if you’re on a design team, this tracks.
While PMs and engineers are happily vibe-coding prototypes in hours (respect 👏)—design has quietly absorbed more work, not less.
Because, while a prototype might be a replacement for PRD (which hardly any one reads anyway), it hardly covers for the intentionality and care great design brings.
Most prototypes—while helpful—lack taste, hierarchy, narrative, and consistency. That’s not a dig, it’s a reflection of the mindset, skills, and doing right by the people we’re designing for.
But that desire is constantly in tension with the business need to move fast and ship.
Add to this:
Low(er) influence on roadmaps
Constant advocacy for value
Context switching between products with tight timelines
…and you’ve got a team that’s perpetually catching up, always proving its worth, and rarely allowed to lead.
If you're a product or engineering leader reading this:
Empower design not just to respond, but to shape.
Because what looks like polish is often the very soul of the product experience.\
Lenny’s recent poll on burnout among product teams had a surprising result for many: Designers were the most burnt out.
But if you’re on a design team, this tracks.
While PMs and engineers are happily vibe-coding prototypes in hours (respect 👏)—design has quietly absorbed more work, not less.
Because, while a prototype might be a replacement for PRD (which hardly any one reads anyway), it hardly covers for the intentionality and care great design brings.
Most prototypes—while helpful—lack taste, hierarchy, narrative, and consistency. That’s not a dig, it’s a reflection of the mindset, skills, and doing right by the people we’re designing for.
But that desire is constantly in tension with the business need to move fast and ship.
Add to this:
Low(er) influence on roadmaps
Constant advocacy for value
Context switching between products with tight timelines
…and you’ve got a team that’s perpetually catching up, always proving its worth, and rarely allowed to lead.
If you're a product or engineering leader reading this:
Empower design not just to respond, but to shape.
Because what looks like polish is often the very soul of the product experience.
No one’s going to invite you to the AI table. Go anyway.
I recently watched a designer on my team accept a data dump labeled "moments of satisfaction and frustration" from our AI-powered analysis of our customers' calls between their staff and guests. Their response? "Great! I'll design a dashboard to display this."
No questions about how AI analyzed human conversations.
No validation that these "moments" were real.
And, I said nothing.
We've both failed here. We've become decorators of AI output instead of advocates for human understanding.
Here's the uncomfortable truth: In AI-powered products, the model IS the interface. Your beautiful UI means nothing if the underlying AI is trained on biased data, excludes entire user groups, or makes decisions that offer no value to the people (worse, even harm them) you're designing for.
We're entering a new paradigm after GUI, Web, Social, and Mobile. And, we can't afford to arrive late to the conversation.
Stop waiting for an invitation to AI strategy meetings. Start questioning:
What data trained this model?
Who's missing from the dataset?
How do algorithmic decisions impact different user groups?
What feedback loops help the AI learn ethically?
Our empathy and problem-solving skills are exactly what AI development needs. But, the choice is ours: Design interfaces for AI systems built without us, or help design the intelligence itself.
As far as I can see, the future belongs to designers who refuse to stay at the surface level.
I recently watched a designer on my team accept a data dump labeled "moments of satisfaction and frustration" from our AI-powered analysis of our customers' calls between their staff and guests. Their response? "Great! I'll design a dashboard to display this."
No questions about how AI analyzed human conversations.
No validation that these "moments" were real.
And, I said nothing.
We've both failed here. We've become decorators of AI output instead of advocates for human understanding.
Here's the uncomfortable truth: In AI-powered products, the model IS the interface. Your beautiful UI means nothing if the underlying AI is trained on biased data, excludes entire user groups, or makes decisions that offer no value to the people (worse, even harm them) you're designing for.
We're entering a new paradigm after GUI, Web, Social, and Mobile. And, we can't afford to arrive late to the conversation.
Stop waiting for an invitation to AI strategy meetings. Start questioning:
What data trained this model?
Who's missing from the dataset?
How do algorithmic decisions impact different user groups?
What feedback loops help the AI learn ethically?
Our empathy and problem-solving skills are exactly what AI development needs. But, the choice is ours: Design interfaces for AI systems built without us, or help design the intelligence itself.
As far as I can see, the future belongs to designers who refuse to stay at the surface level.
Shipping fast is easy (with AI). Shipping well is (still) rare :)
(A few weekends ago) I witnessed an army of engineers, organized into groups, racing to "hack" more than a dozen shippable features—powered by AI—in record time. 💪 💪 💪
Ideas that would normally take weeks? Brought to life in a matter of hours with tremendous energy, blazing keyboards (And a lot of beverages and pizza ☕ 🍕 ).
It was inspiring, exciting (and slightly chaotic)!
But as I worked with a few teams to wrap some of that impressive functionality into something people might enjoy using, I couldn't help but realize that while AI can help us build fast, thoughtful design will make this matter.
The future isn't just about what we can ship.
It’s (still) about what people will love to use. 🙏
==
P.S. Huge kudos to the entire team (and their mentors) who pulled this off in the middle of a hectic release cycle,
AND a special shoutout to one of our team leaders, Anurag Chaudhary, who stood his ground, refusing to ship until a certain experience bar was met. While some celebrated because “it works!”, he insisted: "Not unless it works well :)"
(A few weekends ago) I witnessed an army of engineers, organized into groups, racing to "hack" more than a dozen shippable features—powered by AI—in record time. 💪 💪 💪
Ideas that would normally take weeks? Brought to life in a matter of hours with tremendous energy, blazing keyboards (And a lot of beverages and pizza ☕ 🍕 ).
It was inspiring, exciting (and slightly chaotic)!
But as I worked with a few teams to wrap some of that impressive functionality into something people might enjoy using, I couldn't help but realize that while AI can help us build fast, thoughtful design will make this matter.
The future isn't just about what we can ship.
It’s (still) about what people will love to use. 🙏
==
P.S. Huge kudos to the entire team (and their mentors) who pulled this off in the middle of a hectic release cycle,
AND a special shoutout to one of our team leaders, Anurag Chaudhary, who stood his ground, refusing to ship until a certain experience bar was met. While some celebrated because “it works!”, he insisted: "Not unless it works well :)"
Moving fast vs Moving thoughtfully. A design legend’s take
“I have no interest in breaking stuff for the sake of breaking stuff. I think breaking stuff and moving on quickly... leaves us surrounded by carnage…”
In today's AI-augmented environment, when the drive to "move fast" is highlighted as a path to innovation and remaining competitive, this quote from Sir Jony Ive serves as a powerful counterpoint. (If you're not familiar, Sir Jony Ive is the design legend known for his pivotal role in creating iconic products like the iPod, iPhone, and iMac at Apple)
Speaking at a recent event with Stripe's CEO (well known for his deep-rooted focus on design), Ive shared his perspective that building with true craft, care, and intentionality goes beyond simply meeting functional requirements or business metrics. For Ive, it is fundamentally about fulfilling a responsibility towards our customers and is deeply connected to a place of spirituality and gratitude for the opportunity to serve others.
Here are five key takeaways from the discussion, highly relevant for anyone building products today:
1. What we make shows who we are and reflects our values and goals
2. Real innovation is not “being different for the sake of being different” but something that moves humanity forward
3. Make your users feel special so they think “somebody gave a shit about me”
4. Don’t only measure the measurable - Qualities like making something "delightful to use" are equally, if not more, important
5. True craft cares about everything, even the unseen. A powerful marker of who we truly are is "what we do when/where no one sees"
In all humility, Ive by no means dismissed the need to "move things forward" or innovate, but challenged the idea that innovation is merely "being different or breaking stuff".
This is a powerful call to infuse our building process – from design to engineering – with genuine care for the people we aim to serve.
“I have no interest in breaking stuff for the sake of breaking stuff. I think breaking stuff and moving on quickly... leaves us surrounded by carnage…”
In today's AI-augmented environment, when the drive to "move fast" is highlighted as a path to innovation and remaining competitive, this quote from Sir Jony Ive serves as a powerful counterpoint. (If you're not familiar, Sir Jony Ive is the design legend known for his pivotal role in creating iconic products like the iPod, iPhone, and iMac at Apple)
Speaking at a recent event with Stripe's CEO (well known for his deep-rooted focus on design), Ive shared his perspective that building with true craft, care, and intentionality goes beyond simply meeting functional requirements or business metrics. For Ive, it is fundamentally about fulfilling a responsibility towards our customers and is deeply connected to a place of spirituality and gratitude for the opportunity to serve others.
Here are five key takeaways from the discussion, highly relevant for anyone building products today:
1. What we make shows who we are and reflects our values and goals
2. Real innovation is not “being different for the sake of being different” but something that moves humanity forward
3. Make your users feel special so they think “somebody gave a shit about me”
4. Don’t only measure the measurable - Qualities like making something "delightful to use" are equally, if not more, important
5. True craft cares about everything, even the unseen. A powerful marker of who we truly are is "what we do when/where no one sees"
In all humility, Ive by no means dismissed the need to "move things forward" or innovate, but challenged the idea that innovation is merely "being different or breaking stuff".
This is a powerful call to infuse our building process – from design to engineering – with genuine care for the people we aim to serve.
Video link
https://www.youtube.com/watch?v=wLb9g_8r-mE
Churchill dictated naked :) You can at least prompt better!
Churchill, butt-naked in his bathtub, dictating entire speeches to his secretary who’s furiously typing away outside the door, is a great reference for how to work with AI.
Absurd, right? But there’s a genius insight hiding in there!
While Churchill was dishing out orders, he wasn’t just barking commands. He was collaborating—fine-tuning his speeches with his secretary like a true creative partner.
And that’s exactly how the most successful people today work with AI, according to a study by Stanford.
The study found that most people say AI actually hurts their creativity. But there’s a small group who are crushing it with AI. What’s their secret?
Underperformers treat AI like a tool.
High performers treat AI like a teammate.
They don’t just ask for outputs and accept them.
They let AI ask them questions, pushing it to deliver better.
They coach it, refine it, and make it work harder.
Same ChatGPT.
Same tools.
Completely different results.
So go ahead—be like Churchill.
Speak your ideas aloud. Collaborate. Refine.
Don’t use AI. Work with it.
Churchill, butt-naked in his bathtub, dictating entire speeches to his secretary who’s furiously typing away outside the door, is a great reference for how to work with AI.
Absurd, right? But there’s a genius insight hiding in there!
While Churchill was dishing out orders, he wasn’t just barking commands. He was collaborating—fine-tuning his speeches with his secretary like a true creative partner.
And that’s exactly how the most successful people today work with AI, according to a study by Stanford.
The study found that most people say AI actually hurts their creativity. But there’s a small group who are crushing it with AI. What’s their secret?
Underperformers treat AI like a tool.
High performers treat AI like a teammate.
They don’t just ask for outputs and accept them.
They let AI ask them questions, pushing it to deliver better.
They coach it, refine it, and make it work harder.
Same ChatGPT.
Same tools.
Completely different results.
So go ahead—be like Churchill.
Speak your ideas aloud. Collaborate. Refine.
Don’t use AI. Work with it.
AI isn’t coming for designers. It’s coming for mediocrity.
A fascinating experiment recently pitted an experienced designer against a non-designer armed with AI tools in a head-to-head landing page design competition. (Link in post comments)
The results were illuminating: while the seasoned pro (expectedly) won, the AI-assisted novice remained competitive throughout the process, creating work that judges found “impressive enough”. The gap that once required years of training to bridge is now being narrowed by vibe-coding tools.
But this is far from a doomsday scenario some alarmists would like us to believe.
Yes, AI is lowering the barrier to entry in design. Anyone with access to these tools can now produce serviceable work. But the truly existential question isn't whether AI can help non-designers make passable websites.
The true opportunity lies in how professional designers can harness these same technologies to elevate their craft beyond what was previously possible.
Most designers are approaching AI defensively—learning just enough to stay relevant while hoping our "human creativity" will remain our differentiator. That approach is dangerously shortsighted. We need to fundamentally reimagine what design can be when augmented by these tools—creating work of such vision and sophistication that it establishes an entirely new standard.
The floor is indeed rising quickly. But who among us is seriously experimenting with how high the ceiling might go?
A fascinating experiment recently pitted an experienced designer against a non-designer armed with AI tools in a head-to-head landing page design competition. (Link in post comments)
The results were illuminating: while the seasoned pro (expectedly) won, the AI-assisted novice remained competitive throughout the process, creating work that judges found “impressive enough”. The gap that once required years of training to bridge is now being narrowed by vibe-coding tools.
But this is far from a doomsday scenario some alarmists would like us to believe.
Yes, AI is lowering the barrier to entry in design. Anyone with access to these tools can now produce serviceable work. But the truly existential question isn't whether AI can help non-designers make passable websites.
The true opportunity lies in how professional designers can harness these same technologies to elevate their craft beyond what was previously possible.
Most designers are approaching AI defensively—learning just enough to stay relevant while hoping our "human creativity" will remain our differentiator. That approach is dangerously shortsighted. We need to fundamentally reimagine what design can be when augmented by these tools—creating work of such vision and sophistication that it establishes an entirely new standard.
The floor is indeed rising quickly. But who among us is seriously experimenting with how high the ceiling might go?
Hope is not a promotion strategy
Hope is a dangerous thing. Especially in performance reviews.
Here are three things I’ve learned when you aim for something awesome and instead get a lesson in humility :)
Promotions, bonuses, and raises are outcomes, not goals. Tie your ambition to those, and you’re at the mercy of calibrations, and budgets. Instead, set goals around becoming so good they CAN’T IGNORE YOU. Focus on owning your craft and enriching your soul with the progress you see every day, not with a one-time reward dictated by a spreadsheet. (Julie Zhuo says it better, but you get the gist.)
A good manager is a rare find. If you have one, cherish them. Not just as a boss but as a human who sees you—your potential, your struggles, your wins that didn’t make it to the company-wide email. The kind of manager who doesn’t just push you forward but pulls you up. Who fights for your case behind closed doors, reminds you of your worth when self-doubt creeps in, and—on the days you want to rage-quit—sends you a “Let’s talk” message instead of “It was a tough decision this time”
Finally, make it impossible to ignore you next time. If this review cycle leaves you with a pile of feedback, sit with your manager, get hyper-specific on what success actually looks like, and turn it into a game plan they are thrilled to see you execute. Then? Go all in. Build things so sharp naysayers sit up and take notice. Make sure, when the next review rolls around, the decision isn’t a debate—it’s a no-brainer.
So if this review didn’t go your way, take a deep breath. This isn’t the final score. You’ve got time, talent, and the drive to make the next one yours.
Hope is a dangerous thing. Especially in performance reviews.
Here are three things I’ve learned when you aim for something awesome and instead get a lesson in humility :)
Promotions, bonuses, and raises are outcomes, not goals. Tie your ambition to those, and you’re at the mercy of calibrations, and budgets. Instead, set goals around becoming so good they CAN’T IGNORE YOU. Focus on owning your craft and enriching your soul with the progress you see every day, not with a one-time reward dictated by a spreadsheet. (Julie Zhuo says it better, but you get the gist.)
A good manager is a rare find. If you have one, cherish them. Not just as a boss but as a human who sees you—your potential, your struggles, your wins that didn’t make it to the company-wide email. The kind of manager who doesn’t just push you forward but pulls you up. Who fights for your case behind closed doors, reminds you of your worth when self-doubt creeps in, and—on the days you want to rage-quit—sends you a “Let’s talk” message instead of “It was a tough decision this time”
Finally, make it impossible to ignore you next time. If this review cycle leaves you with a pile of feedback, sit with your manager, get hyper-specific on what success actually looks like, and turn it into a game plan they are thrilled to see you execute. Then? Go all in. Build things so sharp naysayers sit up and take notice. Make sure, when the next review rolls around, the decision isn’t a debate—it’s a no-brainer.
So if this review didn’t go your way, take a deep breath. This isn’t the final score. You’ve got time, talent, and the drive to make the next one yours.
Stop managing. Start making!
I’ve been watching a curious trend lately. Folks with 10 yrs+ in design, implementation, and operations are sliding into product management—a reminder of how delightfully ambiguous skills needed for a successful PM, can be!!
Meanwhile, I have rarely come across anyone pivoting into design after 10+ years elsewhere. Developing taste and the hardcore craft of design isn’t a weekend side hustle you can bluff your way into, late in the game.
But while product management is where career switchers seem to be going to thrive, design management is where creativity is headed to die—buried under layers of delegation and "people management".
Trying to hire design managers lately, I noticed how many have over-optimized themselves into delegation machines to the extent that when asked how AI is redefining their work, the hottest take I heard was: “I use ChatGPT instead of Google to research and write copy.” Groundbreaking
The best design leaders DON'T step back—they step in.
They operate in "creator mode".
They set the vision, shape the work, and stay close to execution so the details don’t drift. It’s not micromanagement. It’s being in the trenches, sweating the details, and pushing outcomes higher.
And in an AI-augmented world where resources will only get scarcer, true leadership won’t be about stepping back. The best leaders will need to set a high bar for originality, storytelling, and emotional resonance—things AI can’t fully grasp ( as yet).
If you’re a design leader clinging to process and delegation, here’s your wake-up call: You can either be a creator or an administrator.
Only one of those will shape the future.
I’ve been watching a curious trend lately. Folks with 10 yrs+ in design, implementation, and operations are sliding into product management—a reminder of how delightfully ambiguous skills needed for a successful PM, can be!!
Meanwhile, I have rarely come across anyone pivoting into design after 10+ years elsewhere. Developing taste and the hardcore craft of design isn’t a weekend side hustle you can bluff your way into, late in the game.
But while product management is where career switchers seem to be going to thrive, design management is where creativity is headed to die—buried under layers of delegation and "people management".
Trying to hire design managers lately, I noticed how many have over-optimized themselves into delegation machines to the extent that when asked how AI is redefining their work, the hottest take I heard was: “I use ChatGPT instead of Google to research and write copy.” Groundbreaking
The best design leaders DON'T step back—they step in.
They operate in "creator mode".
They set the vision, shape the work, and stay close to execution so the details don’t drift. It’s not micromanagement. It’s being in the trenches, sweating the details, and pushing outcomes higher.
And in an AI-augmented world where resources will only get scarcer, true leadership won’t be about stepping back. The best leaders will need to set a high bar for originality, storytelling, and emotional resonance—things AI can’t fully grasp ( as yet).
If you’re a design leader clinging to process and delegation, here’s your wake-up call: You can either be a creator or an administrator.
Only one of those will shape the future.
Design doesn’t need a seat. It needs a spine!
“Designers don’t think strategically or tie their work to business impact”
Right. And everyone else is just so laser-focused on business goals.
Let’s be clear—this story isn’t about our capabilities. It’s corporate-speak for "Let’s keep design out of the big decisions…and underpaid”
And here’s the worse part: (Many) designers repeat this nonsense too.
By claiming that design hasn’t "earned" its seat at the table, we reveal an inferiority complex—as if product and engineering earned their powers by submitting a 50-slide ROI deck. (Spoiler: they didn’t).
If someone doesn’t value design, no PowerPoint deck is going to change their mind.
That’s their problem, not yours.
Here’s what our playbook needs to be:
1. Measure impact in ways that matter to us.
2. Stop begging for respect.
3. Work with people who respect our craft—(and pay accordingly).
Life’s too short to explain (again) why good design is good business.
“Designers don’t think strategically or tie their work to business impact”
Right. And everyone else is just so laser-focused on business goals.
Let’s be clear—this story isn’t about our capabilities. It’s corporate-speak for "Let’s keep design out of the big decisions…and underpaid”
And here’s the worse part: (Many) designers repeat this nonsense too.
By claiming that design hasn’t "earned" its seat at the table, we reveal an inferiority complex—as if product and engineering earned their powers by submitting a 50-slide ROI deck. (Spoiler: they didn’t).
If someone doesn’t value design, no PowerPoint deck is going to change their mind.
That’s their problem, not yours.
Here’s what our playbook needs to be:
1. Measure impact in ways that matter to us.
2. Stop begging for respect.
3. Work with people who respect our craft—(and pay accordingly).
Life’s too short to explain (again) why good design is good business.
Your users aren’t loyal - they’re just trapped :(
I’ve always championed the mantra: “Design is everything!” A smooth, intuitive experience drives engagement and retention, while bad UX pushes users away. Or so I thought—until I realized that’s not always true.
Users often tolerate bad UX—sometimes for years—when the product delivers something they can’t get elsewhere
When resources are tight, companies prioritize usability based on how competitive the market is. In a crowded field, design becomes a powerful differentiator—users will flock to the option that offers both utility and a seamless experience.
But in niche, high-necessity markets with little competition? Usability takes a backseat. When the product is critical and alternatives are scarce, users endure friction because they have to.
Think government portals, university systems, or many professional software for that matter. Even Adobe—despite its complexity and steep learning curves—has held its position as an industry standard for decades.
This insight reshaped my understanding of UX. If the perceived or actual value of a product is high enough, users will tolerate poor usability rather than abandon it encouraging the companies to allocate resources elsewhere, such as expanding features, improving infrastructure etc.
But here’s the risk: A product that survives despite poor UX is running on borrowed time. The moment a competitor offers the same utility with better usability, the balance shifts. Look at Figma stealing Adobe’s thunder :)
So here’s the question we must ask ourselves: Are your users staying because they love the experience—or because they have no other choice?
If your users are silently enduring bad UX today, what happens when they finally have an alternative?
I’ve always championed the mantra: “Design is everything!” A smooth, intuitive experience drives engagement and retention, while bad UX pushes users away. Or so I thought—until I realized that’s not always true.
Users often tolerate bad UX—sometimes for years—when the product delivers something they can’t get elsewhere
When resources are tight, companies prioritize usability based on how competitive the market is. In a crowded field, design becomes a powerful differentiator—users will flock to the option that offers both utility and a seamless experience.
But in niche, high-necessity markets with little competition? Usability takes a backseat. When the product is critical and alternatives are scarce, users endure friction because they have to.
Think government portals, university systems, or many professional software for that matter. Even Adobe—despite its complexity and steep learning curves—has held its position as an industry standard for decades.
This insight reshaped my understanding of UX. If the perceived or actual value of a product is high enough, users will tolerate poor usability rather than abandon it encouraging the companies to allocate resources elsewhere, such as expanding features, improving infrastructure etc.
But here’s the risk: A product that survives despite poor UX is running on borrowed time. The moment a competitor offers the same utility with better usability, the balance shifts. Look at Figma stealing Adobe’s thunder :)
So here’s the question we must ask ourselves: Are your users staying because they love the experience—or because they have no other choice?
If your users are silently enduring bad UX today, what happens when they finally have an alternative?