Katherine (Kate) Smith

UX/DR should be a job title. I spent a few days last week with dscout and loved the discussions around UX Design and UX Research and their roles. In the current job market, we have seen many talented UX/Researchers laid off or devalued. While they delivered valuable insights, in many cases, they were not actionable or did not structure a team around them to be actionable. This is where we continue to blur the lines on Research and Design and deliver for our customers.    A UX designer is inherently a UX researcher, as effective design hinges on a deep understanding of user needs and behaviors. In this role, the UX designer immerses themselves in research processes, gathering insights through user interviews, usability testing, and data analysis. This research informs design choices, allowing designers to validate ideas and iterate based on real user feedback. A UX researcher can go further as well to inform design, stretch to do some wireframing or other artifacts to support the work - delivering insights is not the end state. #ux #userexperience #userresearch #uxresearch #uxr #colab #amazondesign #designleadership

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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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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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My favorite hack for a great portfolio site: find a peer designer you respect, and redesign (to at least wireframe fidelity) *each other’s* portfolios. Interview the other designer to dig in on what roles they’re looking for and what work they’re most proud of. Commit to weekly checkins for a month or so, where you show off the work and get feedback. You don’t need to take this all the way through visual design and build — getting the story & structure right is the hardest part. By depersonalizing the process, you can focus on what really matters to “the user” (hiring companies) and not get caught up in perfectionism or excessive personal expression.

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"Any tips for presenting design case studies in an interview?" a friend recently asked. Most certainly. ✦ Don't bury the outcome with a big reveal. Many times I've watched patiently as designers wait until the end to share the final outcome of their labors, first sharing their process (which is typically the same as every other candidate), sketches, post-its, and so forth. INSTEAD: Lead with a few screens that best represent the outcome. You can do this in 10 seconds. And then avoid the next mistake... ✦ Don't jump straight into your process. See note above. Your process is probably identical to every other candidate. This does little to set you apart. INSTEAD: State the problem clearly you were trying to solve. Clarity about the problem is a designer after my own heart. It shows clear intention to solve user/business needs. ✦ Don't show me personas. Some will disagree with this advice. But as a seasoned design leader, few things leave me more concerned about the inputs to your design work than fictitious avatars, names, and bios. INSTEAD: State the target audience you were designing for. If necessary describe the inputs to identifying this audience. Then follow up with how your work met or exceeded the needs of this audience. (Even better, stop using personas altogether and use archetypes or JTBDs instead.) BONUS TIPS ✨ ✦ If multiple designers worked on the same screen, be upfront about this and clarify what your role was. Personally I find it to be a bit of a letdown when something looks/functions great, only to find out later in our discussion that another designer did part of the work. ✦ Proactively share what you would have done differently if given the chance to do this work all over again. No work is ever perfect. But if you *could* get one step closer to perfection, what would it be. This shows me you're capable of critiquing yourself, which honestly not all designers are adept at. ✦ Provide me with a link to what you're presenting (slide deck, figma). I may want to jump around while you're presenting to find areas that are most likely to help me — and therefore you — discuss the right things relevant to this role. I realize this may be problematic to grant me access, so make a copy and then delete the copy after our interview. Hope this helps.

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Somtimes the content that can up your UX game comes from unlikly sources. This article puts into context some of the best places to start!

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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 just saw Tom Scott's post about⚡️hands-on design leaders⚡️and wow, it really hit home 💡 He's spot on. With all the changes and instability we're facing, companies desperately need leaders who can roll up their sleeves and dive in. It's not just about managing anymore – it's about truly knowing the craft 🧶 After all, how can we help other designers grow and evolve if we can't walk the walk ourselves? I've been in the trenches, and let me tell you, there's nothing like a leader who can jump in and show how it's done. For me, it's not just inspiring, it's a game-changer for the whole team. I'm curious, have you guys noticed this shift in the industry? Any stories of awesome (or maybe not-so-awesome) design leaders you've worked with? Let's chat about it! 👇 P.S. If you're looking for a hands-on design leader who can walk the talk... well, my DMs are open! 😉

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You make a great point about the time and energy companies ask candidates to invest. In my recent job search, some companies not only asked for exercises but also multiple types of presentations, often in person. Here’s some perspective: none of those companies ended up making a good offer. One even took me through eight interviews and three different presentation styles, only to pass in the end. Think about that for a moment. Why does this happen? As Meghan Logan aptly notes, it’s because they don’t know how to identify and interview designers. Consider what it would be like working somewhere like that. If you can afford to, steer clear of companies that operate this way. And when it happens, be ready to just say “no” and move on to the next opportunity.

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What makes a story or presentation great? Earlier this year, I sat down with the Stripe design team to share my advice on creating effective presentations and telling engaging stories. Here’s what I shared with the team: 👇 Creating engaging presentations involves two steps: 1️⃣ Building structure 2️⃣ Adding detail -- Step 1️⃣: Building structure -- 🤨 → Start with why–Understand why your presentation exists. What are you trying to achieve? Are you explaining, motivating, or convincing? Who is your audience? ✍️ → Write it out—Writing a script helps you quickly outline possible structures and keeps the focus on the content that best meets your presentation’s purpose. 🎨 → Draw it out—If writing isn’t working, try drawing! Think about key visuals or concepts you want to convey. Sketch those out in logical order. 🔬 → Avoid jumping into detail—Add detail only when your structure can support it. Otherwise, you'll get bogged down in unnecessary content—a common issue for new designers. 📐 → Use a blueprint—If you’re struggling, use familiar story structures like Rags to Riches, Hero’s Journey, or Elevator Pitch. ⚔️ → Define your timelines and tensions—Across any good story are clear timelines and tensions. Ask yourself “what are the key events or moments of tension in my story?” Build off those. -- 2️⃣ Adding detail -- 🖱️ → Keep it simple—Simplicity helps your audience understand your message. And that's the ultimate goal. 🎯 → One thing at a time—Avoid overloading slides with information. Present concepts, images, and data points one at a time to help your audience absorb the material. 🤔 → Fidelity dictates feedback—Use a level of fidelity that reflects the feedback you want. Higher fidelity tends to prompt detailed feedback, while lower fidelity focuses on overall structure and flow. 🧑‍🔬 → Ditch the jargon—Avoid using technical jargon and acronyms without explanation. It can confuse your audience and distract from your message. Meet them at their level of understanding. 🛠️ → Make it real—Use real-world examples to help your audience visualize the context of your presentation. On the other hand, using 'lorem ipsum' in your designs can make it challenging for your audience to provide useful feedback and critique. That's it! I hope these tips help you create and present your work with greater confidence. If you'd like to see the full presentation or share your tips, let me know in the comments below! 👇 #storytelling #design

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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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Excellent article by Vitaly Friedman

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Just attended a UXR session where we discussed the state of UX Research. While it's been around for a few years, it's still in its infancy. Early adopters of the practice are already seeing a significant competitive advantage. In fact, in the next 10 years, it's likely that every company will have a UX Research team. Don't be left behind - invest in UX Research now to stay ahead of the game! #UXResearch #UserExperience #CompetitiveAdvantage

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Students, junior professional and folks transitioning to UX, this session with Jared Spool on acing your interview is for you.

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Designers are essential beyond just the product team, bridging the gap between theory and something tangible to create shared understanding. When you're short on designers, their focus shifts to keep the delivery team "fed" at the expense of discovery and clarification. This often leads to more shipped experiments that could have been validated earlier, costing more in the long run. With the right number of designers—or what some might see as “excess”—you can effectively bridge the gap between “theory” and “application.” This leads to a more focused, clarified product and fewer wasted cycles.

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Breaking Free from Micromanagement in Design: A Designer's Guide to Owning Your Process Did you get another Slack message asking for a design walkthrough you've already documented? You're not alone. Designers often face the challenge of micromanagement - but here's the thing: it's usually not about control, it's about confidence and trust. Here's what I've learned about transforming this dynamic: Micromanagement isn't a personality flaw - it's often a symptom of insufficient trust and unclear communication channels between designers and leaders. The solution? Take ownership of your design process through: • Daily project logs tracking decisions and rationale • Proactive sharing of research insights • Data-backed design choices • Clear success metrics and timelines The game-changer: Systematic documentation. Spend just 5 minutes at the end of each day updating your project log. Include: • Key design decisions • Open questions • Potential blockers • Areas where you need guidance The result? More productive design reviews, focused feedback sessions, and a stronger, more confident working relationship with leadership. Remember: Breaking free from micromanagement isn't about pushing back - it's about stepping up. Own your process, document your journey, and watch the trust grow. What strategies have you used to build trust in your design team? Share your experiences below! 👇 #DesignLeadership #ProductDesign #UXDesign #Communication #DesignTeams

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UX is slow. I've heard this at some point at every place I've worked. Usually when UX is stretched too thin. In times of mass layoffs and leaner teams being asked to do more with less, how do you adapt? I'm working on some thoughts around adjusting the UX process to accommodate different production levels – from scrappy to robust. I'd love to hear more about how other UXers have adjusted their own processes to be more agile.

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I liked this observation from Linn Vizard's latest newsletter: "At the object and artefact layers, designers have tangible outputs of their work to point to. Service designers find it much harder to point at something tangible and visible." The outcomes of service design sound a lot like the outcomes of business leadership. (CX and e2e service improvement, backstage operations, org structure, the way people think and behave). Where is the chorus of people asking business leaders to "show their value," as so many service designers are asked to do? Oh right! that chorus is called the shareholders. 🙃 So why can't service designers' value be measured against revenue growth, (as we already do for any business leader working towards the same outcomes) and be done with it? The question of measuring the impact of design is such a common topic of discussion in The Circle.. it comes up pretty much every time we meet. ( cc Marc Fonteijn ) #servicedesign #outcomesoveroutputs #metrics #okrs

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Ever thought about bringing in UX leadership but without the full-time commitment? That’s the heart of what UXClimb is all about. With Fractional UX Leadership, we’re here to drive growth, align design with business goals, and elevate user experiences—all while keeping it flexible. 🚀 Check out our latest post on how UXClimb can help your team thrive. Let’s make design a strategic advantage! 👇

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