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?
Designs vs PMs vs Engineers: Survival of the least automatable
"Will AI take my job?" is the new "Do you have a minute to talk?"
Naturally, this sparks some very rational, completely unbiased discussions in the team :)
Exhibit A:
PM: "I’m using tools like Lovable and Bolt to whip up fully functional prototypes. Sooo... you designers are kinda screwed, right?"
Engineer: "Cute. Maybe improve prompting to get your specs right first? And before you come for me—AI writing actual production code? Yeah, let me know when that’s not a hallucination."
Me: "Fantastic, Mr. PM! You’re finally not dependent on us designers for at least a simple single-screen UI. That means we can focus on solving real problems—like workflows across dozens of screens with hundreds of states that don’t feel like a robot made them.
And Mr. Engineer, let’s just say the jury is still out on whether AI will replace designers with taste, empathy, and craft… or engineers stacking generic UI components like a Jenga tower."
So who’s actually winning here? AI. We’re just arguing over who gets replaced last.
Now excuse me while I update my LinkedIn skills to include ‘Collaborates Masterfully Well with AI :)’”
"Will AI take my job?" is the new "Do you have a minute to talk?"
Naturally, this sparks some very rational, completely unbiased discussions in the team :)
Exhibit A:
PM: "I’m using tools like Lovable and Bolt to whip up fully functional prototypes. Sooo... you designers are kinda screwed, right?"
Engineer: "Cute. Maybe improve prompting to get your specs right first? And before you come for me—AI writing actual production code? Yeah, let me know when that’s not a hallucination."
Me: "Fantastic, Mr. PM! You’re finally not dependent on us designers for at least a simple single-screen UI. That means we can focus on solving real problems—like workflows across dozens of screens with hundreds of states that don’t feel like a robot made them.
And Mr. Engineer, let’s just say the jury is still out on whether AI will replace designers with taste, empathy, and craft… or engineers stacking generic UI components like a Jenga tower."
So who’s actually winning here? AI. We’re just arguing over who gets replaced last.
Now excuse me while I update my LinkedIn skills to include ‘Collaborates Masterfully Well with AI :)’”
Where are our supercars!
I just watched Lotus reveal a vision car that physically transforms while driving (crazy right), less than 24 hours after a heated debate with my design team about using consistent button shapes and colors. What's wrong with us?
It's not that we lack creativity. We just limit our imagination to two-week sprints, quarterly roadmaps, and endless stakeholder meetings.
The auto industry's secret? They never stopped creating concept cars – those wildly impractical, impossibly futuristic vehicles that rarely see mass production.
Are these exercises in futility? Quite the opposite. They're strategic north stars that shape entire industry roadmaps. They stretch our imagination of what's possible, inject bold ideas into conservative roadmaps, and most importantly, spark crucial debates about where we should be heading.
We digital product designers have this same superpower, yet we rarely unleash it. Our job isn't just to solve today's UX problems. It's to envision tomorrow's possibilities before anyone else can see them.
Here's what I wish to do at Zenoti Design in 2025:
- Carve out dedicated "concept design" time – completely detached from current roadmaps
- Push beyond incremental improvements to imagine transformative possibilities
- Use these visions to inspire engineers, product managers, executives and our customers!
Remember, our concept might be the spark that fires the entire product roadmap. The auto industry has known this for decades. Time for us to reclaim our power to dream bigger.
What's your "concept car" this year?
I just watched Lotus reveal a vision car that physically transforms while driving (crazy right), less than 24 hours after a heated debate with my design team about using consistent button shapes and colors. What's wrong with us?
It's not that we lack creativity. We just limit our imagination to two-week sprints, quarterly roadmaps, and endless stakeholder meetings.
The auto industry's secret? They never stopped creating concept cars – those wildly impractical, impossibly futuristic vehicles that rarely see mass production.
Are these exercises in futility? Quite the opposite. They're strategic north stars that shape entire industry roadmaps. They stretch our imagination of what's possible, inject bold ideas into conservative roadmaps, and most importantly, spark crucial debates about where we should be heading.
We digital product designers have this same superpower, yet we rarely unleash it. Our job isn't just to solve today's UX problems. It's to envision tomorrow's possibilities before anyone else can see them.
Here's what I wish to do at Zenoti Design in 2025:
- Carve out dedicated "concept design" time – completely detached from current roadmaps
- Push beyond incremental improvements to imagine transformative possibilities
- Use these visions to inspire engineers, product managers, executives and our customers!
Remember, our concept might be the spark that fires the entire product roadmap. The auto industry has known this for decades. Time for us to reclaim our power to dream bigger.
What's your "concept car" this year?
Even Harry Potter has haters! :(
While exploring gifting ideas for my son’s friend, we stumbled upon the Harry Potter collection and it was fascinating to see thousands of negative reviews alongside the countless praises.
This stark reality serves as a powerful reminder that no matter how iconic your work is, you will never satisfy everyone.
I see this phenomenon play out in our work all the time. In our quest to create exceptional experiences, we often fall into the trap of trying to appease every opinion.
Great design is about making choices that serve your audience best—not chasing after every voice. So let’s stop spreading ourselves thin, folks!
While exploring gifting ideas for my son’s friend, we stumbled upon the Harry Potter collection and it was fascinating to see thousands of negative reviews alongside the countless praises.
This stark reality serves as a powerful reminder that no matter how iconic your work is, you will never satisfy everyone.
I see this phenomenon play out in our work all the time. In our quest to create exceptional experiences, we often fall into the trap of trying to appease every opinion.
Great design is about making choices that serve your audience best—not chasing after every voice. So let’s stop spreading ourselves thin, folks!
Before You Do 90 Hours, Try Doing 9
Before leaders jump to 90 hour weeks, maybe they should ask their teams to pack-in more work during the stipulated 40?
A typical "hardcore" workday in the life of a knowledge worker:
• 10:30 AM: Get in a bit late because … well….rush hour
• 11:00 AM: Daily standup (after breakfast, of course!)
• 11:30 AM: Pre-lunch scrum meeting
• 1:00 PM: Lunch break
• 1:30 PM: Post-Lunch Soota+chai break
• 2:00 PM: Post-lunch status update
• 4:00 PM: Evening snack break
• 5:00 PM: End-of-day alignment meeting
P.S. Would love to do 90 hours but my calendar is fully booked with meetings about productivity :)
Before leaders jump to 90 hour weeks, maybe they should ask their teams to pack-in more work during the stipulated 40?
A typical "hardcore" workday in the life of a knowledge worker:
• 10:30 AM: Get in a bit late because … well….rush hour
• 11:00 AM: Daily standup (after breakfast, of course!)
• 11:30 AM: Pre-lunch scrum meeting
• 1:00 PM: Lunch break
• 1:30 PM: Post-Lunch Soota+chai break
• 2:00 PM: Post-lunch status update
• 4:00 PM: Evening snack break
• 5:00 PM: End-of-day alignment meeting
P.S. Would love to do 90 hours but my calendar is fully booked with meetings about productivity :)
The best seat in the house isn’t always at the table!
After years of being the loudest ‘Seat at the table' evangelist (And pitching it as the Holy Grail of design careers), I have a confession to make...
I'm actually loving NOT being at the executive table these days (and not having to perfect my 'I'm totally following this financial forecast' face 🤫🤫).
Turns out, not being summoned to countless Business Reviews has got me to discover the joy of actually ... building!
Going deep into our craft.
Discovering new tools and tactics.
Mentoring the team.
Solving real user problems.
Don't get me wrong – design absolutely needs strategic influence in organizations. But maybe, just maybe, influence can come from doing exceptional work rather than sitting through 47 status updates about things that won't change your life.
So ... here’s to enjoying the strategic absence from certain tables, because (often) the best view isn't from the table, it's from the design studio where actual work happens 👍 ❤️👍
After years of being the loudest ‘Seat at the table' evangelist (And pitching it as the Holy Grail of design careers), I have a confession to make...
I'm actually loving NOT being at the executive table these days (and not having to perfect my 'I'm totally following this financial forecast' face 🤫🤫).
Turns out, not being summoned to countless Business Reviews has got me to discover the joy of actually ... building!
Going deep into our craft.
Discovering new tools and tactics.
Mentoring the team.
Solving real user problems.
Don't get me wrong – design absolutely needs strategic influence in organizations. But maybe, just maybe, influence can come from doing exceptional work rather than sitting through 47 status updates about things that won't change your life.
So ... here’s to enjoying the strategic absence from certain tables, because (often) the best view isn't from the table, it's from the design studio where actual work happens 👍 ❤️👍
A leadership lesson in transforming a pitty party to a possibility!
"It's so frustrating... feels like pulling teeth to get people to align on a direction” a teammate vented during our 1:1.
I found myself nodding along, that familiar cynicism creeping in. It's easy to get pulled into that spiral of negativity, isn't it?
But then I thought about the leaders who've had the most impact on my career. The ones who truly stood out weren't the ones who joined my pity party.
They listened intently to my frustrations, acknowledged them, and then guided me to see beyond the immediate storm. They had this remarkable quality - an unwavering optimism that wasn't naive, but rather grounded in experience and wisdom. When I'd vent about a process being broken, they'd ask, "What opportunity do you see here?" When I'd complain about constraints, they'd challenge me with, "How might this push us to be more creative?"
Over the years, I've come to realize that this ability - to transform frustration into focus, problems into possibilities - isn't just a leadership trait. It's THE leadership trait.
As we enter another review cycle full of 1-1s, I'm reminded that sometimes the most valuable thing we can offer our teams isn't agreement with their frustrations, but the gift of perspective.
To show them that beyond every challenge lies an opportunity for growth, learning, and positive change :)
"It's so frustrating... feels like pulling teeth to get people to align on a direction” a teammate vented during our 1:1.
I found myself nodding along, that familiar cynicism creeping in. It's easy to get pulled into that spiral of negativity, isn't it?
But then I thought about the leaders who've had the most impact on my career. The ones who truly stood out weren't the ones who joined my pity party.
They listened intently to my frustrations, acknowledged them, and then guided me to see beyond the immediate storm. They had this remarkable quality - an unwavering optimism that wasn't naive, but rather grounded in experience and wisdom. When I'd vent about a process being broken, they'd ask, "What opportunity do you see here?" When I'd complain about constraints, they'd challenge me with, "How might this push us to be more creative?"
Over the years, I've come to realize that this ability - to transform frustration into focus, problems into possibilities - isn't just a leadership trait. It's THE leadership trait.
As we enter another review cycle full of 1-1s, I'm reminded that sometimes the most valuable thing we can offer our teams isn't agreement with their frustrations, but the gift of perspective.
To show them that beyond every challenge lies an opportunity for growth, learning, and positive change :)
How a weekend ritual transformed my year on LinkedIn
As 2024 comes to an end, I can’t help but reflect on how a casual weekend ritual grew into a meaningful journey—my weekly LinkedIn musings
My reach and engagement grew 30x compared to last year - a reminder that consistency, even in small doses, can have compounded (and unexpected) effect!
I’ve connected with hundreds of colleagues across departments and offices who I'd rarely interact with otherwise. The posts gave peers a little window into my thinking (which is impossible to manage within traditional org structure) and often become conversation starters :)
Finally, this has also sparked meaningful connections in the design and product community, leading to everything from podcast invitations, networking opportunities, and talent reaching out!
But perhaps the most valuable outcome? Sharpening my writing skills. As product and design professionals, we often underestimate the power of clear, compelling writing in shaping ideas, building advocacy and influencing decisions.
Here's to more sharing, learning, and growing together in 2025!
As 2024 comes to an end, I can’t help but reflect on how a casual weekend ritual grew into a meaningful journey—my weekly LinkedIn musings
My reach and engagement grew 30x compared to last year - a reminder that consistency, even in small doses, can have compounded (and unexpected) effect!
I’ve connected with hundreds of colleagues across departments and offices who I'd rarely interact with otherwise. The posts gave peers a little window into my thinking (which is impossible to manage within traditional org structure) and often become conversation starters :)
Finally, this has also sparked meaningful connections in the design and product community, leading to everything from podcast invitations, networking opportunities, and talent reaching out!
But perhaps the most valuable outcome? Sharpening my writing skills. As product and design professionals, we often underestimate the power of clear, compelling writing in shaping ideas, building advocacy and influencing decisions.
Here's to more sharing, learning, and growing together in 2025!
What it takes to be a design legend
What makes a design legend? Re-reading Jony Ive's biography after many years revealed that even a design virtuoso of his caliber needed Steve Jobs as his champion to truly reshape Apple’s future and our world.
Jobs didn't just appreciate Ive's talent; he put design at the heart of every decision, transforming Apple's entire DNA in the process.
This dynamic between Jobs and Ive remains rare in today's tech landscape. While every growing company rushes to hire CTOs and CPOs as soon as they reach maturity, CDOs in the C-suite remain conspicuously absent.
To my fellow designers eyeing the C-suite: Technical excellence alone isn't enough. The path to executive leadership isn't just about mastering your craft - it's about positioning design as a strategic driver of business success. It means adopting the strategic mindset of product management while staying true to our design roots. And yes, we can do this without drowning in administrative overhead, endless meetings, and lengthy PRDs that often bog down PMs.
The next generation of transformative products won't just need visionary designers - they'll need design leaders who can shape company strategy, rally executive support, and champion the power of design to transform businesses.
Just as Jobs amplified Ive's impact, we need to be our own advocates, find champions who believe in design's transformative power and and create the future we know is possible!
What makes a design legend? Re-reading Jony Ive's biography after many years revealed that even a design virtuoso of his caliber needed Steve Jobs as his champion to truly reshape Apple’s future and our world.
Jobs didn't just appreciate Ive's talent; he put design at the heart of every decision, transforming Apple's entire DNA in the process.
This dynamic between Jobs and Ive remains rare in today's tech landscape. While every growing company rushes to hire CTOs and CPOs as soon as they reach maturity, CDOs in the C-suite remain conspicuously absent.
To my fellow designers eyeing the C-suite: Technical excellence alone isn't enough. The path to executive leadership isn't just about mastering your craft - it's about positioning design as a strategic driver of business success. It means adopting the strategic mindset of product management while staying true to our design roots. And yes, we can do this without drowning in administrative overhead, endless meetings, and lengthy PRDs that often bog down PMs.
The next generation of transformative products won't just need visionary designers - they'll need design leaders who can shape company strategy, rally executive support, and champion the power of design to transform businesses.
Just as Jobs amplified Ive's impact, we need to be our own advocates, find champions who believe in design's transformative power and and create the future we know is possible!
From Good to Great: The PM playbook!
After years in the trenches with so many PMs, I’ve learned one thing:
Great product management is NOT for the faint of hearts! 😅
Here’s my humble take on the 3 factors that separate good from great.
.
Good PMs approach their role with the lens of project management, diligently filling trackers, shipping features, and closing tickets.
Great PMs fundamentally focus on their core mission: knowing the problems deeply, driving distinctive customer value, and creating measurable business impact.
Good PMs mostly write in tech jargon and present PowerPoint decks that never fail to induce corporate coma 😅
Great PMs are communication ninjas - they articulate a vision with laser-sharp clarity and can sell a strategy in the time it takes others to load their PowerPoint!
Good PMs can be a bit insecure, seek personal validation, and demand rigid protocols like medieval gatekeepers.
Great PMs are collaborative champions who are secure enough to let design, engineering, and other disciplines shine!
.
.
.
Great product management isn't really a job.
It's a calling 🙌
After years in the trenches with so many PMs, I’ve learned one thing:
Great product management is NOT for the faint of hearts! 😅
Here’s my humble take on the 3 factors that separate good from great.
.
Good PMs approach their role with the lens of project management, diligently filling trackers, shipping features, and closing tickets.
Great PMs fundamentally focus on their core mission: knowing the problems deeply, driving distinctive customer value, and creating measurable business impact.
Good PMs mostly write in tech jargon and present PowerPoint decks that never fail to induce corporate coma 😅
Great PMs are communication ninjas - they articulate a vision with laser-sharp clarity and can sell a strategy in the time it takes others to load their PowerPoint!
Good PMs can be a bit insecure, seek personal validation, and demand rigid protocols like medieval gatekeepers.
Great PMs are collaborative champions who are secure enough to let design, engineering, and other disciplines shine!
.
.
.
Great product management isn't really a job.
It's a calling 🙌
Wanted: Designer who moves needles, not just pixels
We're not just hiring a designer to add to our team.
We're looking for a design powerhouse with a proven track record (aka you've seen some design sh*t) and a portfolio that makes other designers weep with jealousy!
We Offer:
Chance to (actually) move the needle in our industry
Complex product challenges that push your skills
Culture that celebrates creativity over meetings, management and everything else
Intrigued? Let’s talk!
PS > We’re much bigger and diverse than the picture reveals :)
We're not just hiring a designer to add to our team.
We're looking for a design powerhouse with a proven track record (aka you've seen some design sh*t) and a portfolio that makes other designers weep with jealousy!
We Offer:
Chance to (actually) move the needle in our industry
Complex product challenges that push your skills
Culture that celebrates creativity over meetings, management and everything else
Intrigued? Let’s talk!
PS > We’re much bigger and diverse than the picture reveals :)
Imposter syndrome isn’t a wall—It’s just a line in chalk
So, I got this ants video on my YouTube feed, and my imposter syndrome started to make total sense - – just like these bugs can't cross a simple pen line, I've forever been blocking my own path with imaginary barriers.
Over the years, I’ve told myself:
(There's no way) I can break into the American creative industry
(There's no way) I can win industry-leading brands from Silicon Valley to Tokyo
(There's no way) I can bag prestigious international awards
(There's no way) I can make the move from advertising to consulting to product
(There's no way) I can upgrade from scrappy startups to enterprise software
Each of these statements was a line I drew for myself, a boundary I believed was uncrossable.
UNTIL I CROSSED!
BUT, the remarkable thing about overcoming imposter syndrome isn't that it disappears completely.
It doesn't.
Those doubts still whisper, still question my capabilities.
But now, I've learned to recognize them for what they are – just lines drawn in chalk, waiting to be stepped over.
So while I continue to doubt myself for sooo much that I have not yet accomplished, I've gained confidence: If I could overcome these barriers before, I can continue to leap forward.
To anyone feeling trapped by their own invisible lines – look closely. They're not walls. They're just lines waiting to be crossed.
So, I got this ants video on my YouTube feed, and my imposter syndrome started to make total sense - – just like these bugs can't cross a simple pen line, I've forever been blocking my own path with imaginary barriers.
Over the years, I’ve told myself:
(There's no way) I can break into the American creative industry
(There's no way) I can win industry-leading brands from Silicon Valley to Tokyo
(There's no way) I can bag prestigious international awards
(There's no way) I can make the move from advertising to consulting to product
(There's no way) I can upgrade from scrappy startups to enterprise software
Each of these statements was a line I drew for myself, a boundary I believed was uncrossable.
UNTIL I CROSSED!
BUT, the remarkable thing about overcoming imposter syndrome isn't that it disappears completely.
It doesn't.
Those doubts still whisper, still question my capabilities.
But now, I've learned to recognize them for what they are – just lines drawn in chalk, waiting to be stepped over.
So while I continue to doubt myself for sooo much that I have not yet accomplished, I've gained confidence: If I could overcome these barriers before, I can continue to leap forward.
To anyone feeling trapped by their own invisible lines – look closely. They're not walls. They're just lines waiting to be crossed.
Digital India: From playing catch-up to leading the way!
Just got back from two weeks in the USA, and quite unlike the countless trips in last 20 years, I didn’t come back bickering about ALL the things India lacks.
Yes, usually every return sparks a rant—about traffic, pollution, hygiene, roads, and (as a designer) even the lack of enough digital design talent and innovation in our country.
In fact the gap used to be so wide, I’ve ended up building teams across Latin America (Brazil and Argentina) and Eastern Europe (Romania and Ukraine) with resounding success (yet a feeling of sadness).
But fast forward to 2024, and things have changed. And how!
While the physical infrastructure still has a way to go, India’s digital infrastructure? A whole different story. From ordering food to booking tickets, from making payments to buying mutual funds, we’ve not only closed the gap—we’ve leapfrogged ahead. The experience, the innovation, the speed—it’s a world-class experience compared to what the US dishes out right now! Today, as I design world class experience for a globally leading SaaS company,I wouldn’t even consider building the design team anywhere else.
While I was enjoying the streets of New York and Las Vegas, I was also feeling proud of how far we’ve come when it comes to digital revolution. Proud of what we’re building and the future ahead.
Just got back from two weeks in the USA, and quite unlike the countless trips in last 20 years, I didn’t come back bickering about ALL the things India lacks.
Yes, usually every return sparks a rant—about traffic, pollution, hygiene, roads, and (as a designer) even the lack of enough digital design talent and innovation in our country.
In fact the gap used to be so wide, I’ve ended up building teams across Latin America (Brazil and Argentina) and Eastern Europe (Romania and Ukraine) with resounding success (yet a feeling of sadness).
But fast forward to 2024, and things have changed. And how!
While the physical infrastructure still has a way to go, India’s digital infrastructure? A whole different story. From ordering food to booking tickets, from making payments to buying mutual funds, we’ve not only closed the gap—we’ve leapfrogged ahead. The experience, the innovation, the speed—it’s a world-class experience compared to what the US dishes out right now! Today, as I design world class experience for a globally leading SaaS company,I wouldn’t even consider building the design team anywhere else.
While I was enjoying the streets of New York and Las Vegas, I was also feeling proud of how far we’ve come when it comes to digital revolution. Proud of what we’re building and the future ahead.