Senior Practitioners bring years of experience, but growth never stops. Continuous learning, skill-building, and leadership development are essential for design experts. When managed properly, Senior Designers and Researchers pick up new tools and methods for managing objections and unlocking new levels of business value.

Critiques and feedback loops are essential for refining design outcomes and driving continuous improvement. Senior Designers and Researchers leverage critiques to share expertise, spot strengths, and mentor peers while feedback loops ensure user-driven iteration. There is no excuse not to run them, and I provide some tips on how to do so without slowing the pace/rate of production.

Senior Designers and Researchers go beyond execution—they educate, enable, and evangelize. They mentor junior talent, advocate for best practices, and collaborate across disciplines to drive innovation. Senior Designers and Researchers at the top of their practice are something to behold. And retain.

Senior Designers and Researchers thrive when given trust, autonomy, and the right conditions for success. It’s a challenge to achieve the right balance, even for former practitioners. Explore how to approach managing key team members to achieve optimal outcomes.

Investing in Senior UX Designers & Researchers pays off—but only if you manage them well. Senior Practitioners bring a powerful combination of experience and expertise, enabling them to deliver high-quality user experiences efficiently. This article explores how senior talent drives innovation, mentors teams, and balances multiple projects while maintaining precision and impact.

Senior Practitioners are essential members of the team. Stop micro-managing them—the cost of churn is more than their OTE. Culture, morale, and relationships suffer when Senior Designers and Researchers are treated like resources and not people.

One part diary, another part testimonial, I take you through how I got to where I am today. Please learn from my missteps, mistakes, and take inspiration from how I landed on my feet after stumbling/fumbling a few times over.

A career meander—whether within your industry, across industries, or a complete pivot—can be a powerful way to grow. This article explores different types of meanders, what drives them (boredom, burnout, curiosity, salary, or jealousy), and how embracing change can lead to new skills. It’s not easy, but it’s never too late to try something new.