Making Design Make Sense

Helping Design Make Sense to Product and Stakeholders

At a big company like JP Morgan, it’s easy for design to be seen as a finishing touch, something you plug in at the end to make things look nice. But we know that design is so much more than that. The challenge is making sure everyone else knows it too.

That means finding ways to talk about design that resonate with product managers, developers, and business stakeholders. People who might not care about pixel precision, but definitely care about performance, clarity, and outcomes.

Here’s how I’ve learned to bridge that gap.

Start with Outcomes

When I was earlier in my career, I thought showing polished screens would be enough to prove the value of design. These days, I know better. What really lands with product partners is when we can clearly show how design moves the needle.

That might mean we help save advisors time, reduce client drop off, increase adoption of a tool, or make a workflow easier to complete. It’s not just about how it looks—it’s about what it helps people do.

Design Helps You Decide Smarter

One of the most valuable things design brings to the table is clarity. Not just for users, but for internal teams too.

Design helps uncover edge cases before they become issues. It helps product teams visualize different paths before committing. It gets assumptions out into the open. And it allows us to test early, before we spend time building the wrong thing.

When PMs realize design is a way to reduce risk and move smarter, they start inviting us in earlier. That’s when the real collaboration begins.

Share the Thinking, Not Just the Result

A lot of stakeholders only see the end product—the high-fidelity designs. But what often gets people to truly value the work is understanding how we got there.

That’s where process artifacts can help. An experience map, a few user quotes, or even a quick side-by-side of an old flow versus the redesigned one can make a big difference. It’s not about overwhelming them with documentation—it’s about giving just enough to show that the work is grounded in real insight and thoughtful tradeoffs.

Bring Relevant Parties Into the Process

Some of the strongest relationships I’ve built with PMs and engineers have come from inviting them into the design process early. Not just to give feedback, but to help shape the problem space.

Whether that means co-creating during a whiteboarding session or looping them in during user testing, it sends a message: we’re in this together. And when that happens, they become more than just partners—they become advocates for design.

Follow Up and Show What Changed

After launch, I try to come back and ask: Did this actually help? Even small improvements—fewer user errors, more conversions, clearer conversations with clients—are worth sharing.

It reminds everyone that design is not just about delivery. It’s about impact. And when teams see that, they want more of it.

Last Thought

Design is often the bridge between people and systems, between what’s complex and what’s clear. But it can also be the bridge between teams—between product, engineering, and business.

When we take the time to explain our work in a way others can connect with, we stop having to prove the value of design. It becomes obvious.

And that’s when the real work begins—working together to build things that truly serve the people they’re meant for.