Dominic Camozzi

🔥Hot Take for PMs: Please don't hand me a solution to a problem. Instead, focus on detailing the problem and help me understand the why. We will ideate and find a solution together. Next week, in our first episode of ⚫️Bounce, Claire and I continue to unpack the PD + PM working relationship. Buckle up. Subscribe today - links in comments 👇

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I’m going through an iterative design process with a XFN team right now. We know we’re solving the right problem because we get repeadted validation that the value prop aligns to user needs, but the experience doesn’t provide that outcome in an easy/intuitive way. So we iterate and iterate some more, each time finding ways to better achieve the outcomes we’re targeting. This process is messy. You learn that your initial assumption were off so you lean on failure to improve incrementally. It means as a designer you need to be vulnerable…that it’s not about you providing all “the answers” to your team in a beautifully packaged deck/speck. You need to show what’s “behind the curtain” and bring them along during your process. Show your thinking and learn to interpret feedback. Approach everything as a hypothesis, remain curious, explore and share.

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Do you think its possible to design with emotion through AI? Excited to have Chris Willis join us this year at the Front: a UX & Product community conference to share in what ways Domo is using AI to leverage AI to humanize problems and improve the product through design. Find out more about what he'll speak about here... https://lnkd.in/gPKuYYmS #design #ai #emotion #frontutah

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Shreyas is spot on. Below are the headers to my most recent First 30 Days Plan: = = = Week 1: Assessment and Familiarization Week 2: Operations, Vision & Strategy Week 3: Team Building and Development Week 4: Research Integration and Process Refinement = = = My goal was to have enough structure to create space around investigating, assessing, and ideating *without* stopping any trains from leaving the station. My new boss had two areas of focus he wanted me to impact out of the gate, which I agreed to do. Expectations. Alignment. The explicit nature of the plan, and buy-in from my boss gave me the space to witness how my people were operating and how other teams were engaging with them. And within that same held space, situational insights into projects, vision, reviews, etc. surfaced in ways that I could either immediately reinforce or begin to tease apart and counter with communicative intent.

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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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A question for hiring managers in UX / Product Design and Product. Have you been in a position where you were able to successfully make a case internally for hiring the first UX Researcher for your company? What were some of the talking points that you used to sell this in and get the green light to hire? 

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On this week's episode of What is Wrong with Hiring, I chat with Senior Product Design Manager and generous UX community contributor Mitchell Clements! Mitch shares how he created an attentive, fair, and effective hiring process to scale his 26-person (and counting!) design team at nCino, Inc. UX hiring managers and job seekers will appreciate Mitch's reflections on: - Lessons learned on screening and interviewing candidates in a crowded market, from entry level to advanced practitioners - The necessity of implementing a career architecture framework and standardized assessment rubrics to streamline the process and set expectations - The importance of empathy, communication, transparency, and respect in creating a high quality candidate experience - What Mitch looks for when hiring senior designers/IC’s and design managers - Why portfolios should NOT be a requirement for applications! - How posting on LinkedIn can help hiring managers attract design candidates - Optimistic predictions for a resurgence of UX hiring… sometime down the road Listen here or wherever you get your podcasts.

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I have a lot of empathy for the situation many UXRs find themselves in. They were told to collaborate, facilitate, "democratize", share, up-level, and invest emotional energy in helping teams get better. ...and then were the first to be let go during layoffs (often with public statements that took a not-so-thinly-veiled jabs at glue people, etc.) If you're currently hiring, I strongly suggest considering hiring a skilled UXR, especially given the complex nature of AI. There's a good chance they have a multi-disciplinary background and are the perfect person to help you unravel tough problems.

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📣 Hey friends! After a year and a half, 3 rounds of fundraising and building out the design practice at MotherDuck I'm ready for new opportunities! I joined as the Head of Design and the first hire back in fall 2022, and helped shape what design means for the company. I hope you can feel the 'ducking' awesomeness through the product and brand. Now, I'm looking to explore head of design or staff roles in early to growth stage companies and even larger organizations. Can't wait to connect with compassionate founders seeking a design leader versed in UI, UX, IXD, UXR. But first, let me share some startup lessons I've learned over the last 14 years: 1. 🗺️ Have a clear vision A clear vision, articulated and illustrated through design, is a powerful tool. It's the magic that unites your team and customers, helping them SEE where you're going. Design leaders, in sync with the CEO and CPO, can bridge the gap between user expectations and their dream come true. 2. 💎 Quality matters when it matters With limited resources, small teams need to be strategic. A design leader should understand when to focus on the details or backlog them. Foster a culture of experimentation and user feedback. Remember, even as an SME, you might have bias. Listen to your users carefully. 3. 🌟 Lean into your super powers Knowing your strengths and weaknesses is key. If you have the right team, rely on their technical abilities instead of trying to be an expert at everything. It’s tough when you're small, but encourage adaptability and ownership. 4. 📂 Get organized Small messes grow into big ones, which turn into big expenses. Establish clear processes for documentation, meetings, note taking practices and sharing information. Standardize things at the company level and stay organized to scale efficiently. 5. 🤗 Lead with compassion Trust is hard won and easily lost. Leaders who put their ego aside and lead with compassion create a more open culture. Deep relationships, compassion, and a willingness to take a hit for your team will reap rewards in the long run. 6. 🙋 Know your users Get to know your customers and users. Invest time and money in foundational research around their needs and use cases. Share insights and find themes. Eventually, you might have a research function to do this at scale. Until then, let your users lead the way. You'll be amazed at what you learn. 7. 🥳 Have fun If you’re not, you’re not in the right place, find the team that will make you happy, healthy and hoping for more. If you’re constantly stressed, losing sleep, or finding yourself in the hospital for stress induced blood clots then you need to get out. Find partners that get your craft, respect it’s value and hold you up. Life is short, love those around you and make the world a better place. If you’re a compassionate founder with a goal to make amazing things with amazing people let’s design a better world together. https://raphaelhyde.com/

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My biggest fear as a product manager are Friday afternoon code deployments. 😄 Kidding (but really, please don’t). My actual biggest fear is that I’m not driving the value my teams and customers need from me. 🔗 As product managers, our job is to drive value for our product’s teams and customers. We aren’t necessarily the people who deliver the tangible results that our peers and customers see – a lot of what we do is traditionally “behind the scenes” work. It makes sense, product management is often seen as the bridge between business and technology, customers and solutions, etc. 💡 That’s where a lot of my fear comes from. I’ve felt it the first day I served as a product manager, I still feel it over a decade later even with a list of achievements saying otherwise. But fortunately, I’ve had the opportunity to work with coaches and mentors in the product space, each of which assure me that the feeling is normal. I recently had a conversation with a product manager from the MAANG space; several more years of experience than I and an even longer list of achievements. He, too, still holds a fear that he may not be driving value. But, he counters that fear with a few affirmations like these: “I am the reason my developers know what to build and why it matters.” “I am the reason my marketing and sales teams know who the product is for and how to engage them.” “I am the reason my product is solving a problem that people in my space want to solve in the first place.” 💭 Today, I still use affirmations to overcome my fears. They remind me that fear is “False Evidence Appearing Real.” What are you most afraid of as a product manager? How do you face your fear and overcome it? #productmanagement #productmanagers #impostersyndrome #fear #affirmations

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Joining a startup is scary. Joining as the first of your discipline is scarier. Joining as the first leader / head of your discipline is scary and risky. Which is why I want to help designers and design leaders figure out whether the jump makes sense, and if so, how to do it. I have ideas but hearing from folks actually struggling with this decision would be way more helpful. If you are considering the switch, I'd love to learn what you would want to learn most. https://lnkd.in/g56-K6RJ

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The greatest challenge of leadership is found in the daily exercise of understanding others as you drive towards reaching desired outcomes.

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Check out the 4 step exercise at the end of the article. Excellent advice.

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Layoffs have hit the UX community hard, and I'm no exception. After my role as a Design Manager ended, I found myself questioning my next steps. This experience pushed me to rethink my career and personal growth. From facing job rejections to rediscovering old skills and finding new passions, I've learned the importance of resilience, networking, and continuous self-improvement. Ultimately, we will find new opportunities. Focus on the positives, be grateful, and cherish the journey. Let's support each other through these times. Read my full story and insights here: https://lnkd.in/ecKu2fnT #UXDesign #JobSearch #Careergrowth #Layoffs #MentalHealth #Networking #Mentorship #productdesign

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I talk to so many people weekly who are feeling stuck in their roles, careers or lives. Whether you... 👉 quit your job or been laid off, 👉 want to change jobs/careers,   👉 need product or business related advice 👉 help resetting your goals  👉 level up in product management I am opening up my calendar to those who need a little boost, or even a transformation in the way they do things today. 💡 I’ve been lifted by incredible opportunities and mentors, and I want to pay it forward. ⭐ So if I can help you at all → send me a DM 🙏 #probono #coaching

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When did instant termination become the norm for tech companies for letting go of employees? This disturbing trend of abrupt, impersonal layoffs in the tech industry is not only emotionally devastating for affected individuals but also detrimental to company morale and trust. Instant terminations create an atmosphere of fear and uncertainty, where employees constantly worry about job security instead of focusing on innovation and growth. Treating employees as disposable assets can significantly damage a company's reputation and ability to attract top talent. Tech companies must reevaluate their approach to workforce reductions and prioritize open communication, transparency, and respect throughout the process. It's time to reject the normalization of instant terminations and embrace a more humane approach to managing our workforce, building and fostering a healthy environment for our teams. #techindustry #layoffs #employeerights #empathy #leadershipmatters

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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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"What is the best way to network to help advance my career in product management?" Networking is a foundational skill every PM needs for long-term success. Today, I share some of my thoughts around the subject. If you have a question about product management, shoot me a DM. ✉️ I'm here to help! #productmanagement #productmanagers #careeradvice #askaquestion #askmeanything

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As I refine my hiring process I have question. What would you guys prefer? 1) In person/remote 30min white board session 2) Challenging design assignment done over a week 3) Mock podcast recording where we have a conversation about design.

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