Jo-Ann Deasis

How do design system teams prove their value? Finding hard metrics around the impact of design system teams has historically been a challenge. A year ago, I met the design system team at Eventbrite who could confidently say that they saved 534 days of engineering effort with their design system. Here's their calculation: Time spent to develop a component pre-design system - time spent to install the design system component = Time saved In order to extrapolate this number, though, you need to know how many times a component has been used. And, that used to require a savvy dev on the team to build something custom. That's no longer the case. We built something at zeroheight that will allow you to track component use in a single repo or across all of your repos. This should help teams show how valuable they are, plus do things like: see which components to prioritize based on use see which product teams are adopting As an added bonus, anyone using the new feature set can also monitor design system packages, allowing them to quickly see which teams are using outdated packages. On a personal note, I'm hoping with data like this, more teams can confidently quantify their impact. And along the way, we'll get better as design system practitioners at identifying the right things to work on. This new feature set is in beta and totally free. Even if you aren't using zeroheight to document your design system, you can use it. Takes like 15 minutes and you've got rich data. Here's the sign up:

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I enjoy reading through the results of the annual UX Tools Design Tools Survey every year. Product Designers, it’s that time of the year again to share what tools you used this past year, and which tools you are curious to check out in 2025: https://uxtools.co/survey

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Intent-driven design - this has been the holy grail for UX professionals like myself. By truly understanding user intent and leveraging emerging technologies, we can craft experiences tailored to each individual's needs and goals. https://lnkd.in/gUurWSzx

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I wrote about one of my favorite parts of the design process - refining concepts through user research. One key part as you're prototyping out your concepts is to ground your participants in actual reality and be selective. Check it out, and let me your thoughts about concept testing! https://lnkd.in/gNUkA_pR

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🤝Designing Together: The Power of Trust in Cross-Functional Teams Let’s talk about something often overlooked in the hustle of deadlines, roadmaps, and launches: the human connections that hold our squads together. As product designers, we live at the intersection of user needs, business goals, and technical feasibility. In this space, our product managers and engineers aren’t just “other functions.” They are our partners—the people we rely on to bring ideas to life. Yet, the real challenge is less about tools, processes, or even skillsets, and more about building relationships rooted in honesty, transparency, and trust. Here’s the truth: without these values, even the most brilliant designs can falter. Why? Because product development isn’t a solo act. It’s a collaborative symphony, where alignment, constructive friction, and mutual respect drive success. Honesty: The Foundation Honesty starts with dropping the ego. Be real about what you know, what you don’t, and where you need help. For example, if a design direction feels risky, say so. Likewise, invite your PM and engineers to challenge your assumptions. The best ideas emerge when all perspectives are heard, not when we hold back to avoid discomfort. Transparency: The Glue Transparency isn’t just about sharing updates—it’s about inviting others into the process. Share your messy explorations, involve engineers in user research, and talk openly about constraints. A transparent team is a team that avoids surprises. And when everyone understands the “why” behind decisions, alignment comes naturally. Trust: The Multiplier Trust doesn’t happen overnight—it’s earned through actions. It’s being consistent in your delivery, showing empathy when conflicts arise, and treating criticism as an opportunity rather than an attack. When trust is solid, something powerful happens: debates shift from “proving a point” to “solving a problem.” The Role of Feedback Feedback is where these values are put to the test. Constructive criticism isn’t just about improving a design—it’s about building a better partnership. When a PM critiques your work, they’re helping align it with the strategy. When an engineer pushes back on feasibility, they’re ensuring it’s buildable. Embrace these moments. They’re not threats; they’re gifts. The Big Picture In a squad, the lines between roles blur. Success isn’t about who “owns” the best idea—it’s about delivering the best solution together. When honesty, transparency, and trust become your defaults, your team stops being just a collection of functions. You become a unit, operating with shared purpose and collective accountability. So, product designers: How are you fostering these values in your squads? What’s one thing you’ll do differently this week to strengthen your partnerships? Let’s commit to designing not just great products, but great relationships. That’s where the real magic happens. #Collaboration #ProductDesign #TrustMatters #Teamwork #productdesign

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Many designers still confuse a component library for a design system, but understanding the difference is critical for creating scalable, cohesive products. In this gabble of words I've explored how major companies like Airbnb and IBM do it right? 🧐 #UXDesign #DesignSystems #ComponentLibrary #ProductDesign #DesignVsDevelopment #Collaboration #Figma #DigitalProductDesign #TechDebate #DesignThinking https://lnkd.in/gGmxyKED

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It’s easy to get caught up in functional ratios and its often a losing battle stuck in idealisms. With that said there’s a real business risk when design and supporting teams aren’t invested in. This video does a great job explaining how efficacy and efficiency across product and development teams drop when this happens.

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I'd like to share some valuable lessons that have completely transformed the way I approach communications. Plus, I've added some tips for product designers and design partners. 💡Case 1: Answer the Question I thought I knew how to answer questions until I got this feedback: "When an executive asks you a question, start with a clear 'yes' or 'no', or state 'I don't know, but I will get back to you by X date'." While variations exist, the key is to answer the question first. Too much information usually doesn't help - Answer the question, then let them ask probing questions. This advice resonated with me so much that I created a desktop wallpaper to look at it every day. 🤝 Case 2: Manage Meeting Effectively Another tip I learned is how to manage meetings. Based on tips from mentors and coworkers, here are three essential points to remember: 1. Why we are here: Ensure every meeting has a clear purpose. No one has time for irrelevant meetings. 2. What we aim to achieve: Clearly define the meeting's objectives. 3. What decisions we will make: Identify decision-makers and criteria.
 Applying this to design meetings, merely sharing in-progress designs often lacks value. Instead, structure the meeting to: 1. Clearly define the meeting's purpose and type: For example, specify if it’s a review and instruct people on the type of review you need. 2. Clarify the objectives: Are we finalizing designs to send to engineering, or aligning on problem statements with products? 3. Identify decision-makers and criteria for decisions: Then, make a decision. Of course, in both cases, summarize the outcome of the meetings and share it right away. ✨ Case 3: Clarify Expectations At workplaces, confusion and fires happen. Sometimes you're not sure what's going on. You don't want to overpromise or overstep, but you need to know what action is required. When I heard this question "What am I accountable for?" in the middle of a foggy meeting, my brain just cleared. Yes. We need clear ownership and accountability to navigate ambiguous situations. It was a sentence that resonated with me, and I still remember how we were able to move on to the next steps. To build on this, I also advise my partners to communicate their asks clearly. I hear a variety of design requests. Some people articulate their asks with intended outcomes, expectations, and timelines, while others just share desires and disappear. Clarity in your asks is key—it's almost a job requirement. Remember, others can't read your mind. If you believe in your idea, it's important to articulate it clearly. #CommunicationTips #ProductDesign #DesignPartnerships

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Design leaders, the red flags you miss during interviews are setting you up for trouble down the line. 🚩 🚩 🚩 Hiring is rarely easy, but if you want to build a thriving design team (without creating a toxic culture!), it’s so important to know what to screen for in candidates. It’s always easier to avoid bringing on the wrong person in the first place than to have to clean up the mess later. What’s the secret? I’ll give you a hint: Sometimes you have to dig deeper with your questions—including the questions you ask yourself. 👀 In my latest post for the Executive Designer, I discuss red flags, green flags, conflicts, and other hiring pitfalls. Give it a read and let me know your thoughts! https://lnkd.in/gwcYyR_j #ExecutiveDesigner #designteam #hiringtips #redflags

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🎨 Product Designers: Recognize the Strategic Value They Bring 🚀 In the fast-paced world of product development, it’s easy to focus on deliverables and metrics. But let’s not overlook the people who turn ideas into impactful user experiences: product designers. Designers do more than create “pretty” interfaces. They bridge user needs, business goals, and technical constraints. They’re strategists, problem solvers, and storytellers—yet their contributions can feel invisible without intentional recognition. It’s vital to communicate and celebrate their value consistently. Why Designers Deserve Recognition 1. Empowered Designers Build Better Products Feeling valued fuels creativity, collaboration, and innovation—essential for standout products. 2. Retention of Top Talent In competitive industries, acknowledging designers’ impact fosters loyalty and attracts the best talent. 3. Designers Are Strategic Contributors Their ability to align user needs with business goals makes them indispensable in creating successful products. How to Showcase Design Value 1. Celebrate Wins Publicly acknowledge contributions, like insights from usability tests or engagement-boosting designs, in meetings or Slack. 2. Quantify Impact Tie their work to metrics: “The redesign increased conversions by 20%,” or “This new feature boosted satisfaction scores.” 3. Involve Designers Early Invite them to strategic discussions. Their insights shape better decisions and ensure user-focused solutions. 4. Create Visibility Let designers present their work in sprint reviews or team showcases to amplify their value organization-wide. 5. Invest in Their Growth Support training or conferences to show their role is essential and help them stay innovative. The Takeaway? Designers aren’t just executors—they’re architects of success. Recognizing their contributions elevates not just them but the entire team. Build a culture of appreciation, and you’ll unlock their creativity, expertise, and strategic impact. 💬 How do you ensure your designers feel valued? Share your ideas and inspire others! 👇 #DesignLeadership #Appreciation #ProductDesign #TeamCulture #Collaboration #Innovation

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My top 3 project selection tips for design leaders doing portfolio presentations: 1. Pick projects that have a good mix of what you did directly plus what the team did. Very rarely is anyone looking for a pure people manager while hiring a design leader. Your personal contributions need to stand out in your work. It doesn’t have to be IC work (but if you do that, show it). It could be a doc you wrote, an insight you uncovered, a strategy you formulated etc. Differentiate between what you did yourself, what you directed the team to do, and things the team might have driven independently. Make this distinction clear as you present your portfolio. People want to see you can do smart stuff yourself, can direct a team well, but will also build a high functioning team that does good work. Also, if you would like I can do a separate post in these 3 modes of operation for any design leader. 2. Pick projects based on the role you’re applying for. It doesn’t have to be and most certainly won’t be a 100% match. But for example, if what the team needs is scaling a successful product, pick examples where you enabled scale. This needs to be deeper than “I’m applying for fintech so here’s another fintech project”. Your project selection should show you understand the challenges for the company and have transferrable skills. 3. Pick projects where you can show both macro and micro user insights. Scale the macro according to your seniority and level. For example, if you’re applying for a Director role, you better have projects that show you driving user insights at Director scale (for instance something that drove resourcing decisions). At the same time, the project should also show micro insights appropriate to role. For example, key interaction design flows redone by your team for the goal. Or even things like font/color selection and how that drove impact. Use these guidelines and apply the filter for what fits with your past experience and this new role. If you have the same portfolio presentation for completely different roles, something is off somewhere. You only need to present 2-3 projects in a presentation, pick the most appropriate ones. If this sounds complicated and like a lot of work, it is. Project selection is THE foundation for how your presentation will play out.

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Working on Design Systems means dedicating your career to fostering "buy-in." This article provides excellent strategies for managing this throughout the product lifecycle. My favorite sections are "Offer No Easy Exits" and "Make It Everyone’s Baby." Read the article: https://lnkd.in/ei26MMjR Thank you for writing this PJ Onori! #DesignSystem #UXEngineer

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If you're doing continuous discovery and your product is pretty defined or narrow, then I suppose you could forgo strategic planning. However, I don't see how it hurts (as long as you're willing to pivot as needed) to do it. You have to take it for what it is. It's not going to give you a precise roadmap for the year. It's giving you something to guide, and that guidance gets fuzzier the further out it goes. I recommend that if you're doing strategic planning, that it needs to be revisited at least quarterly for it to retain value throughout the year. If you're sitting down now to plan 2025, and you don't plan on doing this for another year, good luck.

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Some really good nuggets in here about how designers can differentiate themselves in this new AI-flavored world. I really love this part and intend on making it the mantra for my team going forward. This is pure gold here, friends: ".... be strategic in your design thinking, more purposeful in your design decisions, and assertive in imprinting your perspective onto the work you produce." https://trends.uxdesign.cc

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As a design leader, I'm always looking for 'leadership' portfolio inspiration. There's plenty of awesome inspiration for mid-career IC designers, but it's much harder to find out how design leaders are telling their story in a portfolio format. Needless to say I was excited when I came across Loe Lee's portfolio the other day she's a director of product design (growth) at Zillow. Her portfolio is an elegant guide to her leadership style. She includes product work (behind a password), but also a list of values in addition to longer articles she's written about leading design teams. It's a tough ask to make someone read a longer piece at the stage where they're looking at a portfolio. On the other hand, even after interviews, longer writings can give the hiring manger a window into how a candidate for an important leadership role frames and approaches their work. And, how else can you tell the story of what leadership looks like? Not rhetorical, if you have suggestions I'd love to hear them. Anyways, I thought I'd share. #designleader #portfolio #uxleader #directorofdesign https://lnkd.in/gKTkypUn

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It has been my continuous struggle to showcase the contributions of the design team to business. Slapping the rules at product level seems unjust. Finiding out a comparative for a specific feature becomes difficult to assess. I am on my journey towards putting a right measuring metrics for the same. Let's connect if you are also looking out or something that might have worked well for you. #uxdaily #productmetrices #designmetrices #productstrategy #designstrategy

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I've treated my entire career as a journey to get as many snaps as possible to make what was once unknown for me (making, doing, thinking, directing, delegating, etc.) into a highly developed muscle that situationally flexes as necessary. AND I continue to adapt to my surroundings, and sacrifice what I may have once considered to be core to my integrity as a design professional in order to meet the moment fully. It hasn't felt like a clear progression into the commodification wall that Ryan describes; more like bits and pieces, here and there, more or less in various domains. Operating today in an early stage startup within a speculative industry (tech) for a conservative problem space (pharma & healthcare) yet with intelligent leadership who are true SMEs creates a stew of interesting trade-offs and opportunities as a function leader. Generally speaking, I've experienced what Ryan describes, but as with analytics in basketball, there's a big difference between a generalized approach to manifest offensive efficiencies and the individual choices one must make in a game seven. Matchups dictate adaptive strategies.

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I had an interesting conversation with a non-design colleague whose design sensibility I greatly respect yesterday as we discussed some product vision work we have been collaborating on. They referenced a flow in a widely used enterprise software platform as a well-designed example of one of our target features. This was immediately followed by the obligatory “I can’t believe I like something [software company] did” comment. We’ve all said similar things, I am sure, about a range of products we regularly use that we find less than optimally usable either in part or in whole. It’s easy (and cathartic) to blame our tools.   But then I felt a little bad.   I felt bad because I know what the designers of that product are up against. And I know—for a fact!—I have been on the receiving end of similar comments about products that I’ve worked on. And that kind of sucks.   No one sets out to design and build a flawed, frustrating product. It is easy to forget that making good, usable software is hard. We need to remind ourselves that all product teams face many of the same challenges around overstuffed backlogs, legacy technical constraints, frighteningly aggressive timelines, etc., that we do. Poorly designed products are often a function of an environment structured around other priorities. The primary goal of design leadership is not to enforce a process and structure that causes design to get better; that’s bottom-up stuff. We need to focus on changing culture to enable better design practices to take root and flourish. This won’t prevent those snarky little usability digs at your expense overnight, but it is the only way to help them fade away over time. #software #design #ux

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