Egor Krasnoperov’s Post

My Design Director raised an intriguing question about determining one's professional level and recognizing when it has evolved. When it comes to formal job titles in our field, I believe there's no universal grading system outside of specific companies or markets. It makes sense to discuss your level with your manager or refer to your company's evaluation system if it's well-documented. In the absence of such a system, or when needing to benchmark against the market, we often turn to publicly available career frameworks and level descriptions from major players with strong in-house design teams. I particularly appreciate the detailed and clear level descriptions provided by companies like Intercom, Basecamp, Addepar, and Figma. Instead of using frustratingly vague assessments like "low", "medium" or "high" their career frameworks are defined by specific responsibilities and areas of ownership. This makes it easier to evaluate yourself and understand whether you're performing certain functions at your current stage of development. Beyond helping us navigate the diverse landscape of design roles, these frameworks provide clear guidance on what's needed to progress to the next level. They also support our mental well-being and help keep impostor syndrome at bay during dark, rainy days :) 𝗪𝗵𝗮𝘁 𝗱𝗼 𝘆𝗼𝘂 𝘁𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗶𝘀? How do you feel about using grade/level frameworks from large companies?

Should designers become product managers? Listen to Daniel Burka, Director of Product and Design at Resolve to Save Lives, in conversation with Shreyas and Kedar as they discuss how designers' perspectives on user needs can actually help bring better products into the world. Tell us what you think: should designers adopt this perspective when charting out their careers?

The relationship between Product Managers and Product Designers can be challenging, but it’s also incredibly rewarding. Having worked as a Product Designer, I've seen first-hand how essential this collaboration is for creating successful products. In this article, I share my experiences and thoughts on what makes this partnership work, even when things get tough. Check it out below! #ProductManagement #ProductDesign #Collaboration

I often hear friends express frustration about feeling influenced by various factors and lacking a voice in their work. Many consider transitioning to Product Manager (PM) for greater influence. However, I believe everyone has their own "seat" at the table, and the role of Product designer is crucial. We don’t just create beautiful interfaces; we generate value for products and organizations. To effectively present our ideas, we need to change our approach by connecting design with specific organizational goals. When our reasoning is sound and aligns with desired outcomes, our voices will be heard. We can also provide solutions to complex issues that products face. Let’s stay persistent and creative in our work, as the value we bring is the key to unlocking new opportunities!

Asking myself more questions: How can I improve at this? 🤔 What am I missing? What do people really need from me as a Product Designer? I’m constantly reflecting on how to add more value—not just for users, but for my team and the process itself. Lately, I’ve been thinking about this in a more proactive and expansive way: • How can I anticipate needs before they arise? • What perspectives am I not seeing yet? • How can I grow beyond my current skillset to meet challenges head-on?

Excessive feedback creates friction—it’s time to start saying ‘no.’ One lesson I’ve learned from leading design teams is that too much feedback can actually hinder progress. While it might feel counterintuitive, sometimes the smartest move is to set boundaries and confidently say ‘no’ to additional input. Here’s a specific strategy you might not have tried: Implement a ‘feedback budget’ for your next project. ➡️ Limit the number of feedback rounds: Decide upfront how many feedback cycles you’ll incorporate—say, two rounds—and stick to it. ➡️ Select your contributors wisely: Choose a small, diverse group of key stakeholders whose insights align with your project’s objectives. ➡️ Define the focus: For each feedback session, specify what type of input you seek (e.g., usability, strategic alignment, visual design) so contributors know where to concentrate their thoughts. Setting these clear parameters minimizes unnecessary friction and keeps your vision on track without being derailed by excessive opinions. Have you experimented with limiting feedback in your projects? I’d love to hear about your approaches and what you’ve learned. Let’s discuss below!

How average Product Managers "collaborate" with Product Designers: - Prescribe solutions to "your" designer - Push them to meet your "realistic" timelines - Treat them like a service, not a PARTNER (As a Product Manager, I've made every one of these mistakes before). How great Product Managers ACTUALLY collaborate with product designers: 1/ Share all the context - goals, success metrics, and user pain points. 2/ Align on project scope and timelines, considering the real value, not just deadlines. 3/ Build a relationship based on empathy, understanding, and mutual respect. Make designers WANT to work with you. Don’t just tell them what to do - inspire them to create their best work!

Why Product Thinking Is Essential Now More Than Ever: • Products today are more interconnected than ever—spanning ecosystems, touchpoints, and user needs. Designers who think beyond screens are better equipped to drive holistic solutions. • Product thinking isn’t just for product managers. It’s a superpower for designers who want a seat at the table.

Have you ever noticed how product managers & designers are like two sides of the same coin? If product management is the brain, product design is the heart. Both need to work in sync to deliver a truly great product. As an evolving designer, I’ve realized that understanding the business goals & user needs is just as important as crafting pixel-perfect interfaces. But, here’s the kicker - it’s not always easy 😅 There’s often a gap between what’s feasible and what’s desirable, and navigating this requires open communication and trust. Here, effortless collaboration becomes the key, but so is curiosity. So NEVER stop being curious. Counter the asks. Understand the core problem. Always stay ahead of the curve. Give your best. #PM #ProductDesigner #ProductManagers

Here’s how much 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 𝘄𝗶𝘁𝗵 𝗨𝗫 is worth as you grow from Junior to Head of Product. Collaboration with UX is a key competence for Product Managers, and its significance evolves as you progress in your career. Here's the breakdown: ⦿ Junior level: Medium importance ⦿ Normal level: High importance (347,43 € share of annual salary) ⦿ Senior level: High importance ⦿ Head level: Medium importance (840,70 € share of annual salary) 𝗪𝗵𝘆 𝗶𝘀 𝘁𝗵𝗶𝘀 𝘀𝗸𝗶𝗹𝗹 𝘀𝗼 𝘃𝗮𝗹𝘂𝗮𝗯𝗹𝗲? ⦿ It ensures user-centric product development ⦿ Enhances decision-making through combined insights ⦿ Streamlines the development process ⦿ Leads to more innovative and successful products Interestingly, the importance peaks at the normal and senior levels, where PMs are deeply involved in day-to-day product decisions. At the head level, the focus shifts more towards strategic direction. How has your experience with UX collaboration changed as you've advanced in your career? Share your thoughts below! #ProductManagement #UXDesign #CareerGrowth #Collaboration