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Most of twenty years has been here. The tension never goes away — the buyer wants reporting and control, the user wants to finish a task and leave. Serving one at the expense of the other is how B2B products get renewed once and never again.
The buyer and the user are different people and the product is losing one of them. Feature requests come from the customers who shout, not the ones who stay. Onboarding works for the person who bought it and confuses everyone they roll it out to. Renewal conversations are about price because nobody can point to value delivered.
Most of twenty years has been here, and the tension never goes away. The buyer wants reporting, control and confidence in the purchase. The user wants to finish a task and leave. Serving one at the expense of the other is how B2B products get renewed once and never again.
I work both sides deliberately. The buyer's evaluation path, the admin's configuration experience, and the daily user's actual task — which is usually where the real design problem is, because it's the least visible in the sales process.
I've done this across healthtech, legaltech, govtech and edtech. The domains differ enormously and the structural tension is always the same.
Ranges from a focused audit of a few weeks to an embedded role across a quarter or more. Depends on whether you need a diagnosis or a pair of hands.
What size company do you work with best?
Teams of roughly five to fifty in product and engineering. Big enough for the problem to be real, small enough that decisions don't take a quarter.
Do you work in-house or as a consultant?
Both. Embedded in a team works better for delivery; an outside view works better for diagnosis.
What if we don't have a designer at all?
That's a common starting point. I can run the function on contract and, if it makes sense, help you work out what to hire.