Introduction

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The skills market has a familiar whiff to it. A decade ago, digital execs scratched their heads as great swathes of the delivery workforce decided to retrain as User Experience experts. Project Managers and Business Analysts decided to muscle-in on the creative process that designers insisted was their purview alone. Win for systemised thinking. Loss for magic dust and mystery.

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With UX, research and design roles being the first to hit the cutting room floor over the past 24 months, a lot of the responsibility to solve for those missing competencies in the product delivery cycle now resides with the T-shaped Product Managers, because their career origin story tends to embrace a broader foundation across delivery and design disciplines. And so, as UX course providers jostle for position in a distracted market, senior professionals are repackaging themselves as Product Managers.

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Another Talent Migration? We’ve Seen This Before.

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The skills market has a familiar whiff to it. A decade ago, Project Managers (PMs) and Business Analysts (BAs) pivoted into UX roles in their droves, chasing the north star of digital transformation and user-centric design. Now? The same opportunities to pivot are emerging again—this time into Product Management.

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And if history is anything to go by, we already know how this plays out.

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Between 2015 and 2019, UX job postings skyrocketed by 320%, fueled by digital-first strategies and a newfound corporate obsession with usability. PMs and BAs, sensing the shift, leaned into their adjacent skills—stakeholder management, process mapping, and research—and suddenly, UX wasn’t just for designers anymore. It was a business function.

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Fast-forward to 2025, and Product Management is in the same phase of maturation and despite some Covid-led contraction, bouncing back to 5.1% growth. The role has evolved from feature shipping to strategic value creation while traditional project management roles are trending towards full-stack product managers who handle multiple aspects of product development with fractional PMs for part-time or project-based roles.

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Why Is This Happening? The Data Tells the Story.

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📈 Job postings for product management roles grew by 41% between 2020 and 2025, compared to a 23% decline in traditional project management roles during the same period (Indeed Labor Market Analytics).

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📉 The demand for product managers has been growing, with roles increasing by 32% yearly in general terms, as mentioned in some reports.

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💰 Salary Shenanigans: Product Managers generally earn higher salaries than Business Analysts. In the U.S., PMs earn about 45% more than BAs on average ($124,000 vs. $85,400). In Australia, PMs earn about 4% to 30% more than BAs ($130,000 vs. $105,000 to $125,000) wave.

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Three Structural Forces Driving the Shift

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1. Agile and Product-Led Growth Have Blurred the Lines
   Project success is no longer measured in timelines and budgets—it’s about customer lifetime value (CLTV) and feature adoption rates. For instance, 86% of teams have adopted the Agile approach, and 63% of IT teams are also using Agile methodologies forcing PMs to move beyond execution into continuous iteration and outcome-based thinking.
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2. Data Is the New Currency, and BAs Are Cashing In
   89% of product decisions in 2025 rely on analytics (Gartner, 2024). That’s prime territory for BAs, whose SQL skills, A/B testing expertise, and KPI alignment instincts make them critical players in data-driven product strategy.
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3. Role Consolidation Is Inevitable
   The post-pandemic belt-tightening has left one role doing the job of three. Today’s product managers don’t just prioritise backlogs - they manage stakeholders, interpret data, and (sometimes poorly) sketch out UX wireframes. Product manager job descriptions now list "requirements gathering" and "stakeholder management"—once core PM/BA responsibilities.

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How This Mirrors the UX Migration of 2019

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Same pattern. Different discipline.

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The Challenges of Becoming a Product Manager (and Why Some Will Struggle)

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👀 Outputs vs. Outcomes – PMs think in deliverables. Transitioning PMs struggle to adjust to measuring success through customer impact instead of project completion.

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🛠️ Legacy Tech Debt – Outdated tech stacks can lead to decreased productivity, integration issues, and security concerns. This complexity can slow down operations and hinder the efficiency of teams, including product management.

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😰 Imposter Syndrome is Real – New product managers feel unqualified, mirroring the self-doubt UX migrants felt in 2019. Because let’s be honest—jumping into product strategy is a different beast from managing deliverables.

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What Comes Next? The Smartest Companies Are Already Preparing.

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🏆 Structured Reskilling – Programs like Google’s "PM Launchpad" reduce time-to-proficiency for new PMs. Enterprises that invest in structured career shifts will win the talent war.

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📊 Hybrid Role Recognition – Expect to see “Analytics-Driven PM” and “Technical Product Owner” job titles formalising this shift, much like “UX Strategist” emerged post-2019.

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🚀 AI Will Accelerate the Next Migration – As AI automates routine PM/BA tasks, expect even more professionals to pivot into strategic product roles. The difference? This time, the transition will be even faster.

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Conclusion: The Cycle Continues

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Tech talent moves in cycles. Product Management is simply the next career gold rush for systems thinkers with a skill for structure, process, and problem-solving. A structural response to the evolution of tech ecosystems.

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Companies that recognise and support this transition will outpace those still clinging to rigid org charts. Because one thing is clear—the talent migration isn’t coming. It’s already here.

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This article was researched with the help of Perplexity.ai

Introduction

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User Experience (UX) research has always been about people. How they think, how they behave, what they need, and—just as importantly—what they don’t yet realise they need. Traditional UX methodologies have long relied on direct human input: interviews, usability testing, surveys, and behavioral observation. The assumption was clear—if you want to understand people, you have to engage with real humans.

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But in 2025, that assumption is being challenged.

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The emergence of digital twins and synthetic users—AI-powered simulations of human behavior—is changing how researchers approach user insights. These technologies claim to solve persistent UX research problems: slow participant recruitment, small sample sizes, high costs, and research timelines that struggle to keep pace with product development. The promise is enticing: instantly accessible, infinitely scalable users who can test, interact, and generate feedback without the logistical headaches of working with real participants.

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Yet, as with any new technology, there are trade-offs. While digital twins may unlock efficiencies, they also raise important questions: Can they truly replicate human complexity? Where do they fit within existing research practices? What risks do they introduce?

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This article explores the evolving role of digital twins in UX research—where they excel, where they fall short, and what their rise means for the future of human-centered design.

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The Traditional UX Research Model: Why Change?

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For decades, UX research has been grounded in methodologies that involve direct human participation. The core methods—usability testing, user interviews, ethnographic research, and behavioral analytics—have been refined to account for the unpredictability of human nature.

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This approach works well, but it has challenges:

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1. Participant recruitment is time-consuming. Finding the right users—especially niche audiences—can be a logistical hurdle, often requiring specialised panels, incentives, and scheduling gymnastics.
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2. Research is expensive. Incentives, moderation, analysis, and recruitment all add to the cost. A single usability study can run into tens of thousands of dollars.
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3. Small sample sizes create risk. Budget and timeline constraints often mean testing with small groups, leaving room for blind spots and bias.
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4. Long feedback loops slow decision-making. By the time research is completed, product teams may have already moved on, limiting its impact.

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In short: traditional UX research provides depth and authenticity, but it’s not always fast or scalable.

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Digital twins and synthetic users aim to change that.

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What Are Digital Twins and Synthetic Users?

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While the terms digital twins and synthetic users are sometimes used interchangeably, they are distinct concepts.

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Digital Twins: Simulating Real-World Behavior

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A digital twin is a data-driven virtual representation of a real-world entity. Originally developed for industrial applications, digital twins replicate machines, environments, and human behavior in a digital space. They can be updated in real time using live data, allowing organisations to analyse scenarios, predict outcomes, and optimise performance.

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In UX research, human digital twins attempt to replicate real users' behavioral patterns, decision-making processes, and interactions. They draw on existing datasets to mirror real-world users dynamically, adapting based on real-time inputs.

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Synthetic Users: AI-Generated Research Participants

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While a digital twin is a mirror of a real entity, a synthetic user is a fabricated research participant—a simulation that mimics human decision-making, behaviors, and responses. These AI-generated personas can be used in research scenarios to interact with products, answer questions, and simulate user journeys.

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Unlike traditional user personas (which are static profiles based on aggregated research), synthetic users are interactive and capable of generating dynamic feedback. They aren’t modeled after a specific real-world person, but rather a combination of user behaviors drawn from large datasets.

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Think of it this way:

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• A digital twin is a highly detailed, data-driven clone of a specific person, customer segment, or process.
• A synthetic user is a fictional but realistic simulation of a potential user, generated based on behavioral patterns and demographic characteristics.

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Both approaches are still evolving, but their potential applications in UX research are already taking shape.

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Where Digital Twins and Synthetic Users Fit into UX Research

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The appeal of AI-generated users is undeniable. They can:

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• Scale instantly – Test designs with thousands of simulated users, rather than just a handful of real participants.
• Eliminate recruitment bottlenecks – No need to chase down participants or schedule interviews.
• Reduce costs – No incentives, no travel, no last-minute no-shows.
• Enable rapid iteration – Get user insights in real time and adjust designs on the fly.
• Generate insights on sensitive topics – Synthetic users can explore scenarios that real participants might find too personal or intrusive.

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These capabilities make digital twins particularly useful for:

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• Early-stage concept validation – Rapidly test ideas before committing to development.
• Edge case identification – Run simulations to explore rare but critical user scenarios.
• Pre-testing before live usability sessions – Identify glaring issues before investing in human research.

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However, digital twins and synthetic users are not a replacement for human research. Their effectiveness is limited in areas where emotional, cultural, and contextual factors play a major role.

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The Risks and Limitations of AI-Driven UX Research

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For all their promise, digital twins and synthetic users introduce new challenges.

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1. They lack genuine emotional responses.
   AI can analyse sentiment, but it doesn’t feel frustration, delight, or confusion the way a human does. UX is often about unexpected moments—the frustrations, workarounds, and “aha” realisations that define real-world use.
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2. Bias is a real problem.
   AI models are trained on existing datasets, meaning they inherit and amplify biases in those datasets. If synthetic users are based on an incomplete or non-diverse dataset, the research insights they generate will be skewed.
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3. They struggle with novelty.
   Humans are unpredictable. They find unexpected uses for products, misunderstand instructions, and behave irrationally. AI models, no matter how advanced, can only predict behavior based on past patterns—not the unexpected ways real users might engage with a product.
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4. They require careful validation.
   How do we know that insights from digital twins align with real-world user behavior? Without rigorous validation against human data, there’s a risk of over-reliance on synthetic feedback that doesn’t reflect reality.

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A Hybrid Future: AI + Human UX Research

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Rather than viewing digital twins as a replacement for human research, the best UX teams will integrate them as a complementary tool.

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Where AI Can Lead:

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• Large-scale pattern identification
• Early-stage usability evaluations
• Speeding up research cycles
• Automating repetitive testing

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Where Humans Remain Essential:

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• Understanding emotion, frustration, and delight
• Detecting unexpected behaviors
• Validating insights with real-world context
• Ethical considerations and cultural nuance

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The future of UX research is not about choosing between AI and human research—it’s about blending the strengths of both.

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Final Thoughts: Proceeding With Caution and Curiosity

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Digital twins and synthetic users are exciting, but they are not a magic bullet. They cannot fully replace human users, and relying on them exclusively could lead to false confidence in flawed insights.

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Instead, UX researchers should view these technologies as powerful, but imperfect tools—best used in combination with traditional research methods.

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As with any new technology, thoughtful implementation is key. The real opportunity lies in designing research methodologies that harness the speed and scale of AI without losing the depth, nuance, and humanity that make UX research truly valuable.

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The challenge ahead isn’t about choosing between human or synthetic research. It’s about finding the right balance—one that keeps user experience truly human-centered, even in an AI-driven world.

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This article was researched with the help of Perplexity.ai. 

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Recently, Optimal Workshop partnered with Eniola Abioye, Lead UX Researcher at Meta and UXR Career Coach at UX Outloud to host a career masterclass featuring practical advice and guidance on how to: revamp and build a portfolio, emphasize the impact of your projects and showcase valuable collaborations. It also included panel discussions with experts from a variety of roles (UX, product management, engineering, career coaching and content design) talking about their journeys to becoming UX leaders. 

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Keep reading to get key takeaways from the discussion on:

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• How to show the impact of your UX work
• Common blockers in UX work
• How to collaborate with cross-functional UX stakeholders 
• How to build a resume and portfolio that uses industry language to present your experience

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How to show the impact of your UX 💥

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At a time when businesses are reducing costs to focus on profitability - proving the value of your work is more important than ever. Unfortunately, measuring the impact of UX isn’t as straightforward as tracking sales or marketing metrics. With this in mind, Eniola asked the panelists - how do you show the impact of UX in your work?Providing insights is simply not enough. “As a product manager, what I really care about is insights plus recommendations, because recommendations make my life easier,” said Kwame Odame. 

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Auset Parris added her perspective on this topic as a Growth Content Designer, “the biggest thing for me to be impactful in my space [Content Design] is to consistently document the changes that I’ve made and share them with the team along with recommendations.” Auset also offered her perspective regarding recommendations, “recommendations are not always going to lead to the actual product executions, but recommendations are meant to guide us.” When it comes to deciding which recommendation to proceed with (if any) it's important to consider whether or not they are aligned with the overarching goal. 

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Blockers in UX work 🚧

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As UXR becomes more democratized in many businesses and the number of stakeholders increases, the ability to gain cross-functional buy-in for the role and outcomes of UXR is a key way to help keep research a priority. 

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In his past experience, Kwame has realized that the role of a user experience researcher is just as important as that of a product manager, data scientist, engineer, or designer. However, one of the biggest blockers for him as a product manager is how the role of a UX researcher is often overlooked. “Just because I’m the product manager doesn’t mean that I’m owning every aspect of the product. I don’t have a magic wand right? We all work as a team.” Furthermore, Kwame notes that a user researcher is an incredibly hard role and a very important one, and I think we need to invest more in the UX space.

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Auset also shared her perspective on the topic, “I wouldn’t say this is a blocker, but I do think this is a challenging piece of working in a team - there are so many stakeholders.” Although it would be ideal for each of the different departments to work seamlessly together at all times, that’s not always the case. Auset spoke about a time where the data scientists and user researchers were in disagreement. Her role as a Growth Content Designer is to create content that enhances the user experience. “But if I’m seeing two different experiences, how do I move forward? That’s when I have to ask everyone - come on let’s dig deeper. Are we looking at the right things?” If team members are seeing different results, or having different opinions, then maybe they are not asking the right questions and it's time to dig deeper. 

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How to collaborate with cross-functional UX stakeholders 🫱🏽🫲🏻

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The number and type of roles that now engage with research are increasing. As they do, the ability to collaborate and manage stakeholders in research projects has become essential. 

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Kwame discussed how he sets up a meeting for the team to discuss their goals for the next 6 months. Then, he meets with the team on a weekly basis to ensure alignment. The main point of the meeting is to ensure everyone is leaving with their questions answered and blockers addressed. It's important to ensure everyone is moving in the right direction. 

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Auset added that she thinks documentation is key to ensuring alignment. “One thing that has been helpful for me is having the documentation in the form of a product brief or content brief.” The brief can include the overarching goal, strategy, and indicate what each member of the team is working on. Team members can always look back at this document to ensure they are on the right track. 

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Career advice: documenting the value you bring 💼

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One of the participants asked the panel, “how do you secure the stability of your UX career?” 

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Eniola took this opportunity to share some invaluable advice as a career coach, “I think the biggest thing that comes to mind is value proposition. It's important to be very clear about the value and impact you bring to the team. It used to be enough to just be really, really good at research and just do research and provide recommendations. Now that’s not enough. Now you have to take your teams through the process, integrate your recommendations into the product, and focus on driving impact.” 

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Companies aren’t looking to hire someone who can perform a laundry list of tasks, they’re looking for UX professionals who can drive results. Think about the metrics you can track, to help showcase the impact of your work. For example, if you’re a UX designer - how much less time did the user spend on the task with your new design? Did the abandonment or error rate decrease significantly as a result of your work? How much did the overall customer satisfaction score rise, after you implemented your project? Before starting your project, decide on several metrics to track (make sure they align with your organization’s goals), and reflect on these after each project. 

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Fatimah Richmond offered another piece of golden career advice. She encourages UX researchers to create an ongoing impact tracker. She’ll create a document where she lists the company's objectives, the projects she worked on, and the specific impact she made on the companies objectives. It's much easier to keep track of the wins as they happen, and jot a few notes about the impact you’ve made with each project, then scrambling to think of all the impact you’ve made when writing your resume. It's also important to note the impact your work has made on the different departments - product, marketing, sales, etc.

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She also advises UX researchers to frequently share their science insights with their colleagues as the project progresses. Instead of waiting until the very end of the project and providing a “perfectly polished” deck, be transparent with the team about what you are working on and the impact it's having throughout the duration of the project.

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Another participant asked - what if you need help determining the value you bring? Auset recommends asking for actionable feedback from coworkers. These people work with you every single day, so they know your contributions you are making to the team. 

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Documenting the tangible impact you make as a UX professional is crucial - not only will it help create greater stability for your career, but it will also help organizations recognize the importance of a UX research. As Kwame discussed in the “blockers” section, one of the biggest challenges he faces as a product manager is the perception of the UX role as less important than the more traditional product manager, Engineer, and Designer roles. 

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About Eniola Abioye

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Eniola helps UX researchers improve their research practice. Whether you’re seasoned and looking to level up or a new researcher looking to get your bearings in UX, Eniola can help you focus and apply your skillset. She is a UX Researcher and Founder of UX Outloud. As a career coach, she guides her clients through short and long term SMART goals and then works with them to build a strategic plan of attack. She is innately curious, a self-starter, adaptable, and communicative with a knack for storytelling.

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Learn more about UX Outloud.

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Connect with Eniola on Linkedin.

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About the panelists 🧑🏽🤝🧑🏽

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The panel was comprised of talented professionals from a variety of fields including UX research, content strategy, product management & engineering, and career coaching. Their diverse perspectives led to an insightful and informative panel session. Keep reading to get to know each of the amazing panelists: 

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Growth Content Designer: Auset Parris is a growth content designer at Meta. She has spent 7 years navigating the ever-evolving landscape of content strategy. She is passionate about the role of user research in shaping content strategies. Furthermore, Auset believes that understanding user behavior and preferences is fundamental to creating content that not only meets but exceeds user expectations. 

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Senior UX Researcher: Jasmine Williams, Ph.D. is a senior researcher with over a decade of experience conducting youth-focused research. She has deep expertise in qualitative methods, child and adolescent development, and social and emotional well-being. Jasmine is currently a user experience researcher at Meta and her work focuses on teen safety and wellbeing. 

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Product Manager: Kwame Odame has over 7 years of high-tech experience working in product management and software engineering. At Meta, Kwame is currently responsible for building the product management direction for Fan Engagement on Facebook. Kwame has also helped build Mastercard’s SaaS authentication platform, enabling cardholders to quickly confirm their identity when a suspicious transaction occurred, leveraging biometric technology. 

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UX Researcher (UXR): Fatimah Richmond is a well-rounded UX researcher with over 15 years of experience, having influenced enterprise products across leading tech giants like Google, SAP, Linkedin, and Microsoft. Fatimah has led strategy for research, programs and operations that have significantly impacted the UXR landscape, from clinician engagement strategist to reshaping Linkedin Recruiter and Jobs. As a forward thinker, she’s here to challenge our assumptions and the status quo on how research gets planned, communicated, and measured.

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Career Coach: An Xia spent the first decade of her professional life in consulting and Big Tech data science (Netflix, Meta). As a career coach, An has supported clients in gaining clarity on their career goals, navigating challenges of career growth, and making successful transitions. As a somatic coach, An has helped clients tap into the wisdom of their soma to reconnect with what truly matters to them. 

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UX Strategist: Natalie Gauvin is an experienced professional with a demonstrated history of purpose-driven work in agile software development industries and higher education. Skilled in various research methodologies. Doctor of Philosophy (Ph.D.) Candidate in Learning Design and Technology from the University of Hawaii at Manoa, focused on empathy in user experience through personas

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Level up your UXR capabilities (for free!) with the Optimal Academy 📚

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Here at Optimal we really care about helping UX researchers level up their career. This is why we’ve developed the Optimal Academy, to help you master your Optimal Workshop skills and learn more about user research and information architecture.

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Check out some of our free courses here: https://academy.optimalworkshop.com/

Natalie and Lulu have forged a unique team culture that focuses on positive outputs (and outcomes) for their app’s growing user base. In doing so, they turned the traditional design approach on its head and created a dynamic and supportive team. 

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Natalie, Director of Design at Hatch, and Lulu, UX Design Specialist, recently spoke at UX New Zealand, the leading UX and IA conference in New Zealand hosted by Optimal Workshop, on their concept of “radical collaboration”.

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In their talk, Nat and Lulu share their experience of growing a small app into a big player in the finance sector, and their unique approach to teamwork and culture which helped achieve it.

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Background on Natalie Ferguson and Lulu Pachuau

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Over the last two decades, Lulu and Nat have delivered exceptional customer experiences for too many organizations to count. After Nat co-founded Hatch, she begged Lulu to join her on their audacious mission: To supercharge wealth building in NZ. Together, they created a design and product culture that inspired 180,000 Kiwi investors to join in just 4 years.

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Contact Details:

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Email: [email protected]

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LinkedIn: https://www.linkedin.com/in/natalieferguson/ and https://www.linkedin.com/in/lulupach/

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Radical Collaboration - How teamwork makes the dream work 💪💪💪

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Nat and Lulu discuss how they nurtured a team culture of “radical collaboration” when growing the hugely popular app Hatch, based in New Zealand. Hatch allows everyday New Zealanders to quickly and easily trade in the U.S. share market. 

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The beginning of the COVID pandemic spelled huge growth for Hatch and caused significant design challenges for the product. This growth meant that the app had to grow from a baby startup to one that could operate at scale - virtually overnight. 

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In navigating this challenge, Nat and Lulu coined the term radical collaboration, which aims to “dismantle organizational walls and supercharge what teams achieve”. Radical collaboration has six key pillars, which they discuss alongside their experience at Hatch.

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Pillar #1: When you live and breathe your North star

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Listening to hundreds of their customers’ stories, combined with their own personal experiences with money, compelled Lulu and Nat to change how their users view money. And so, “Grow the wealth of New Zealanders” became a powerful mission statement, or North Star, for Hatch. The mission was to give people the confidence and the ability to live their own lives with financial freedom and control. Nat and Lulu express the importance of truly believing in the mission of your product, and how this can become a guiding light for any team. 

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Pillar #2: When you trust each other so much, you’re happy to give up control

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As Hatch grew rapidly, trusting each other became more and more important. Nat and Lulu state that sometimes you need to take a step back and stop fueling growth for growth’s sake. It was at this point that Nat asked Lulu to join the team, and Nat’s first request was for Lulu to be super critical about the product design to date - no feedback was out of bounds. Letting go, feeling uncomfortable, and trusting your team can be difficult, but sometimes it’s what you need in order to drag yourself out of status quo design. This resulted in a brief hiatus from frantic delivery to take stock and reprioritize what was important - something that can be difficult without heavy doses of trust!

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Pillar #3: When everyone wears all the hats

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During their journey, the team at Hatch heard lots of stories from their users. Many of these stories were heard during “Hatcheversery Calls”, where team members would call users on their sign-up anniversary to chat about their experience with the app. Some of these calls were inspiring, insightful, and heartwarming.

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Everyone at Hatch made these calls – designers, writers, customer support, engineers, and even the CEO. Speaking to strangers in this way was a challenge for some, especially since it was common to field technical questions about the business. Nevertheless, asking staff to wear many hats like this turned the entire team into researchers and analysts. By forcing ourselves and our team outside of our comfort zone, we forced each other to see the whole picture of the business, not just our own little piece.

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Pillar #4: When you do what’s right, not what’s glam

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In an increasingly competitive industry, designers and developers are often tempted to consistently deliver new and exciting features. In response to rapid growth, rather than adding more features to the app, Lulu and Nat made a conscious effort to really listen to their customers to understand what problems they needed solving. 

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As it turned out, filing overseas tax returns was a significant and common problem for their customers - it was difficult and expensive. So, the team at Hatch devised a tax solution. This solution was developed by the entire team, with almost no tax specialists involved until the very end! This process was far from glamorous and it often fell outside of standard job descriptions. However, the team eventually succeeded in simplifying a notoriously difficult process and saved their customers a massive headache.

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Pillar #5: When you own the outcome, not your output.

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Over time Hatch’s user base changed from being primarily confident, seasoned investors, to being first-time investors. This new user group was typically scared of investing and often felt that it was only a thing wealthy people did.

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At this point, Hatch felt it was necessary to take a step back from delivering updates to take stock of their new position. This meant deeply understanding their customers’ journey from signing up, to making their first trade. Once this was intimately understood, the team delivered a comprehensive onboarding process which increased the sign-up conversion rate by 10%!

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Pillar #6: When you’re relentlessly committed to making it work

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Nat and Lulu describe a moment when Allbirds wanted to work with Hatch to allow ordinary New Zealanders to be involved in their IPO launch on the New York stock exchange. Again, this task faced numerous tax and trade law challenges, and offering the service seemed like yet another insurmountable task. The team at Hatch nearly gave up several times during this project, but everyone was determined to get this feature across the line – and they did. As a result, New Zealanders were some of the few regular investors from outside the U.S that were able to take part in Albirds IPO. 

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Why it matters 💥

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Over four years, Hatch grew to 180,000 users who collectively invested over $1bn. Nat and Lulu’s success underscores the critical role of teamwork and collaboration in achieving exceptional user experiences. Product teams should remember that in the rapidly evolving tech industry, it's not just about delivering the latest features; it's about fostering a positive and supportive team culture that buys into the bigger picture.

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The Hatch team grew to be more than team members and technical experts. They grew in confidence and appreciated every moving part of the business. Product teams can draw inspiration from Hatch's journey, where designers, writers, engineers, and even the CEO actively engaged with users, challenged traditional design decisions, and prioritized solving actual user problems. This approach led to better, more user-centric outcomes and a deep understanding of the end-to-end user experience.

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Most importantly, through the good times and tough, the team grew to trust each other. The mission weaved its way through each member of the team, which ultimately manifested in positive outcomes for the user and the business.

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Nat and Lulu’s concept of radical collaboration led to several positive outcomes for Hatch:

• It changed the way they did business. Information was no longer held in the minds of a few individuals – instead, it was shared. People were able to step into other people's roles seamlessly. 
• Hatch achieved better results faster by focusing on the end-to-end experience of the app, rather than by adding successive features. 
• The team became more nimble – potential design/development issues were anticipated earlier because everyone knew what the downstream impacts of a decision would be.

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Over the next week, Lulu and Nat encourage designers and researchers to get outside of their comfort zone and:

• Visit customer support team
• Pick up the phone and call a customer
• Challenge status quo design decisions. Ask, does this thing solve an end-user problem?

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Prelude

• A Blog: I’ve been asked to write one by Optimal Workshop. Exciting. Intimidating. Although I’m unsure exactly what they are – I’m yet to read any so I’d better try to – blogs push to the front of the hectic, clamouring queue in my head.
• Podcast: Everyone talks about them. They were lined up in about tenth position in the brain so hadn’t been seen to yet.
• Computer dyslexia: Is this a thing? Yes, indeed – I’m calling it! Even if I can’t find anything about it on Google. What appears so easy to others working with technology is such a struggle in my brain. Others find it all logical and cruisey, but me – I’m in a constant state of interface rage, and I just want it to make sense and stay in my brain until the next time I need it.

So I’m finally on a quick family holiday after a crazy few weeks following the wonderfully busy UX Australia conference. There are six of us in a one-bedroom apartment. It’s great … really! :-)I head to the gym to try the podcasting thing for the first time while doing a much-needed workout. It can’t be that hard.I fumble onto Dr Karl, then try “service design”, my interest area. I think I have pressed the right podcast but an entirely different one comes on. Is that my fault, or is there a mysterious trick to it all?It sounds good anyway and it’s about service design, a recount from a previous UX Australia presentation. I fail to catch the speaker's name but they are talking about the basics of service design so it will do nicely. I’m enjoying this while jogging (well, flailing, to be fair) and watching a poor elderly couple struggle over and over to enter the pool area. The card swipe that they use opens a door far away with no sounds or lights to indicate the way; there’s just a tiny insignificant sign. I had also struggled with this. With a sense of amusement – maybe irony – I’m listening to a podcast on service design while watching very poor service design in action and aching to design it better. I’m thinking of how I might write about this episode in my blog thingo when I catch who the speaker is. It’s Optimal Workshop. The very people who I’m writing the blog for. Beautiful.

My journey to becoming a UX Designer

I’m a UX designer. Sometimes I feel a bit fraudulent saying this. I try not to think that, but I do. I accidentally fell into the world of UX design, but it’s where I’m meant to be. I’m so pleased I found my home and my people. Finally, my weird way of thinking has a place and a name I can apply with some tentative authority these days … I am a UX designer. It’s getting easier to say.Born to immigrant parents in the 1970s, I ran away at 14 and barely made it through my High School Certificate, surviving only by training racehorses part time and skipping school to work on building sites for some very much needed cash in hand. I met an alcoholic and three beautiful daughters quickly arrived.In 2004, while travelling Australia like random gypsies in an old bus with a cute face, I suffered an accidental, medically induced heart attack and became really sick. My little heart was failing and I was told I would likely die. The girls were flown to stay with family and saying goodbye was the hardest thing I have ever done. They were so little.Clearly I didn’t die, but it was a slow and tough recovery.During this time, an opportunity to move to remote Groote Eylandt to live with the Anindilyakwan tribe in Angurugu came up, and of course we went. Family and friends said I was mad. There was little medical help available for my heart, and it was a very long way from a hospital.While living there, the local Manganese Mine decided to try using some local women to drive dump trucks. I was one of four chosen, so off I went to drive a two-story house on slippery mud. Magnificent fun!Driving dump trucks was awesome and I really enjoyed mining, but then I saw the blast crew and it looked like far more fun. I would ask Knuckles every day if I could go on blast crew. “Girls don’t do blast crew” was his constant response. I kept asking anyway. One day I said, “Knuckles, I will double your productivity as I will work twice as hard as the boys – and they can’t have a girl beat them, so your productivity will go up.” He swore, gave me a resigned look, and a one-week trial. And I was on blast crew.They were the best bunch of guys I ever had the joy of working with – such gentlemen – and I discovered I loved the adrenaline of blowing things up in the heat, humidity, mud, and storms.We left Groote in 2007, travelling in the cute bus again, and landed in Queensland’s Bowen Basin. I started blasting coal, but this was quite different to Groote Eylandt and I learned quickly that women are not always welcome on a mine site. Regardless of the enormous challenges, including death threats, I stuck it out. In fact, every challenge made me more determined than ever to excel in the industry.At the height of the global financial crisis, I found myself suddenly single with three girls to raise alone. The alcoholic had run off with another victim while I was working away on-site.I lost my job in the same week due to site shutdowns, and went to have my long hair sorted out. Sadly, due to a hairdresser’s accident, I lost all of my hair, too. It was a bad week as far as first-world problems go. In hindsight, though, it was a great week.Jobs were really scarce, but there was one going as an explosives operator in the Hunter Valley. I applied and was successful, so the girls and I packed up our meagre belongings and moved. I was the only female explosives operator working in the Valley then, and one of a handful in Australia – a highly male-dominated industry.It was a fairly tough time. Single mum, three daughters, shift work, and up to four hours of travel a day for work. I was utterly exhausted. Add to this an angry 14-year-old teenager who was doing everything to rebel against the world at the time. Much as her mum did at the same age.I found a local woman who was happy to live rent-free in exchange for part-time nannying while I worked shift work. This worked for a while but the teenagers were difficult, and challenged her authority. Needless to say, she didn’t last long term.

User Experience came driving around the corner

There was a job going with a local R&D department driving prototype explosives trucks. I submitted my little handwritten application. “Can you use a computer and Windows?” they asked. “Of course,” I said. But I couldn’t really.A few months later I had the job. It was closer to home, and only a little shift work was required.This was the golden ticket job I had been striving for. I was incredibly nervous about starting, but the night before I was woken at 11.00 pm by my 14-year-old daughter. She had tried to commit suicide by taking an overdose. I rushed her to hospital and stayed with her most of the night. Fortunately, she had not quite taken enough to cause the slow, painful, and unstoppable death, coming up four pills short. Heavily medicated, she was transferred to a troubled adolescents ward under lock and key. Unable to stay with my daughter, I turned up to my new job, exhausted and still in shock with a fake smile on my face. No one knew the ordeal.Learning how to navigate a computer at nearly 40 years of age was particularly challenging. I tried watching others, but it was not intuitive and I learned the frustration of interface rage early, almost constantly. I have computer dyslexia, for sure.Explosives operators are often like me – not very tech savvy. Some are very clever with computers, and some struggle to use a mobile phone and avoid owning a computer at all. In some countries, explosives operators are also illiterate.The job of delivering explosives is very particular. The trucks have many pumps, augers, and systems to manufacture complicated explosives mixtures accurately, utilising multiple raw materials stored in tanks on board. The management of this information is in the hands of operators who are brave, wonderfully intelligent, and hard-working people in general. Looking at a screen for up to 12 hours a day managing explosives mixtures can be frustrating if it’s set up ineffectively. Add to that new regulations and business requirements, making the job ever more complicated.I saw the new control system being created and thought the screens could be greatly improved from an operator’s perspective. I came up with an idea and designed a whole new system – very simplified, logical, and easy for the operators to use, if complicated in the back end. To be fair, at this point I had no idea about the “back end”. It was a mystical world of code the developers talked about in dark rooms.The screens now displayed only what the operator had to see at any time rather than the full suite of buttons and controls. The interface tidied right up – and with the addition of many new features that operators could turn on or off as they chose – the result was a simple, effective system that could be personalized to suit a style of loading. It was easy to manipulate to suit the changing conditions of bench loading, which requires total flexibility while offering tight control on safety, product quality, and opportunity of change.The problem was the magical choreography of the screens were dancing around in my head only; most people weren’t interested in my crazy drawings on butchers paper. I was thrown out of offices until someone finally listened to my rantings and my ideas were created as prototypes. These worked well enough to convince the business to develop the concept.A new project manager was hired to oversee the work. The less said about this person, the better, but it took a year before he was fired, and it was one of the toughest years I had to endure.In designing and developing concepts, I was actually following UX principles without knowing what they were. My main drive was to make the system consistent, logical, easy to understand at a glance, and able to capture effective data.I designed the system so as to allow the user to choose how they wanted to use the features; however, the best way was also the easiest way. I hate bossy software – being forced into corners and feeling the interface rage while just trying to do your job. It’s unacceptable.Designing interfaces and control systems is what I love to do, and I have now designed or contributed to designing four systems. I love the ability to change the way a person will perform a job just by implementing a simple alteration in software that changes the future completely. Making software suit the audience rather than the audience suit the software while achieving business goals – I love it.Deciding that I wanted to stop driving trucks, I started researching interface design. I had no degree and no skills apart from being an explosives operator. What could I possibly do?I literally stumbled upon UX design one night and noticed there was a conference soon in San Francisco, the UXDI15, so I bought a ticket and booked the flights. I had no idea what I would find, but it would be a great adventure anyway.What I found was the most incredible new world of possibility. I felt welcomed in a room full of warm hugs and acceptance. These are my people, UX people. Compassionate, empathetic, friendly, resourceful. Beautiful. I finally fit somewhere. Thank you, UX.I spent four days in awe, heard fantastic stories, met lots of clever people. Got an inappropriate tattoo…As soon as I arrived home I booked into UX Design at General Assembly. It wouldbe the first time I’d studied since high school, and meant 5.00 am wake-ups every Saturday morning to catch the train to Sydney – but hey, so worth it. I learned that the principles I stuck to fiercely during the control system designs were in fact correct UX principles. I was often right as it turns out.

I know what I am now

Since then I have designed two apps that each solve very real problems in society, and I am excited and utterly terrified to be forging ahead with the development of them. I have a small development team, and the savings of a house deposit to throw into a startup instead.I still work full time blowing things up. I’m still an exhausted single mum with three beautiful daughters, but fortunately I now have a decent man in my life. Still, I wake up terrified at 4.00 am most mornings. Am I mad? What do I know about UX? My computer dyslexia is improving, but it still doesn’t come naturally. I have interface rage constantly. Yes, I’m mad but determined. I will make this work, because, as I tell my daughters nearly every day, “Girls – you can achieve anything you set your mind to.” And they can. (Thanks for the great quote, Eminem.)Next time I blog it will be about how I accidentally became an entrepreneur, developed two-million-dollar apps, and managed to follow my dreams of drawing portraits of life in my cafe by the sea.I look forward to telling you all about it. ;-)

"Dear UX Agony Aunt I'm a recent graduate, and I'm interested in becoming a UI/UX designer/developer. The problem is, I don't really know where to start! Is it too much to hope for that out there in the industry, somewhere, is a pro who would be willing to mentor me? Any tips, advice, or leads?" — Nishita

Dear Nishita, Congrats on your recent graduation!  I think it’s wonderful that you’ve found what that you’re interested in — and even better that it’s UX! Girl, I bet you don't know where to start! I've been there, let me tell you. One thing I know for sure: UX is a multifaceted industry that defies strict definitions and constantly evolves. But there are plenty of ways in, and you'll have no trouble if you foster these three things: empathy, drive, and an open mind. I now humbly present 5 of my best tips for starting your career with a bang. After you read these, explore the resources I've listed, and definitely head on over to UX Mastery (a place that any Uxer can call home).

My Stunningly Amazing Five Top Tips for Starting a UX Career

That's right — do these things and you'll be on your way to a dazzling career.

Start with something you enjoy

One of my favourite things about UX the sheer number of options available to you. It's that hot, and that in demand, that YOU get to choose which piece of it you want to bite off first. I’m an industrial designer, but the user research side of things makes me so so happy, so that's what I do. It may seem daunting, impossible, or even slightly cliche to simply "Do what you love". But armed with the three essential ingredients I mentioned above — empathy, drive, and an open mind — you actually can do anything. And you must make use of UX Mastery's UX Self Assessment Sundial. Trust me — it'll help you to clarify the skills you have and what you love.

Start a two-way relationship with a mentor

A mentor is a wonderful thing to have no matter what stage you are at in your UX career. You might even find yourself with more than one — I personally have four! They each bring their own experiences and skills into the mix, and I bring mine too. And here's the great thing about mentoring — I also have four mentees of my own. Mentoring is two-way street, so think about what you could bring to the relationship as well. You might have a skill your mentor wants to learn, or they may have never mentored before and you'll be their guinea pig. You asked if someone out there would be willing to mentor you. Yes absolutely! UX people are some of the nicest people around (if I do say so myself!). We devote our time to improving the experience of others, and truthfully, we never stop interating ourselves (an ever-evolving project). How do you find a mentor? Oh, that’s easy: just ask. Seriously, it’s that simple. Reach out to people who inspire you — email, social media, and video calling mean you don't have to let a silly thing like the ocean be a barrier!

Build meaningful connections with fellow UXers

Connecting with other UX humans, both online and face-to-face, is essential. Why? Because people are the heart of UX. We also make excellent company, what with our creative intelligence and our wicked sense of humor (well, that's describing me and the people I know, anyway!) For online connections, get thee straight to the UX Mastery community — it's where I found my feet as a new UXer — where it's totally fine to out yourself as a newbie and ask those questions burning a hole in your pocket (or mind). For in-person connections, a quick google search should turn up UX events and meetups in your area — be brace and just go! You will have a great time, promise.

Use Twitter as your source of quality UX-related content

Twitter is my favourite online resource for UX articles and resources. There are just SO many potential things to read, so Twitter acts as the perfect filter. Set up a Twitter account for all your professional UX stuff (do remember that this means no tweeting about how cranky you are that your cat didn’t keep its breakfast down). Only follow the people who do the things you're interested in (so no following the Kardashians). And make an effort to not just skim read the posts and resources people share, but to absorb the content, make notes, reflect, agree or disagree, brainstorm and wrestle with the ideas, put them into practise, discuss them with people, tweet, retweet, and retweet other peoples' retweets. And whenever you stumble upon a particularly interesting or useful post, sign up for their newsletter or add them to your RSS feed.

Amplify your online presence (CVs have been kicked off their throne)

The best advice I received when starting out was to build an online presence. At the time, I was iterating my CV and asking for feedback — the traditional "How to get a job" approach we were taught as tots.My manager told me then that it’s really not about your CV — it’s more about your LinkedIn profile, and your ability to share your thoughts with others through blogging and tweeting. CVs are still useful, but things are different now. Was he right? Damn straight he was!  In addition to the professional Twitter account you’re going to set up, update your Linkedin profile and consider starting a blog (which, incidentally, is a great way to engage with the UX content you'll already be reading and tweeting about — double whammy!).

Start Here: Five websites and ten twitter accounts to follow right now

Subscribe to updates and dive into the archives of these places:

• UX Myths
• Usability Geek
• Nielsen Norman Group
• UX Matters
• Luke W

Then search for these accounts and hit 'Follow' on Twitter:

• @usabilitycounts
• @SmashingUXD
• @uxmatters
• @NNgroup
• @jmspool
• @UXBooth
• @UXAustralia
• @finduxevents
• @uxmag

Go for it Nishita — you'll do great!