Not all design impact can be quantified with metrics. When data is unavailable, frame your value by highlighting contributions to competitive parity, internal team efficiency, or bug reduction. This holistic view of business health resonates with leadership beyond just product managers.

To be truly successful, a product leader cannot just focus on features and users. They must operate as the head of their product's business, with a deep understanding of P&Ls, revenue drivers, and capital allocation. Without this business acumen, they risk fundamentally undercutting their product's potential impact and success.

To get buy-in from skeptical, business-focused stakeholders, avoid jargon about user needs. Instead, frame discovery as a method to protect the company's investment in the product team, ensuring you don't build things nobody uses and burn money. This aligns product work with financial prudence.

To get product management buy-in for technical initiatives like refactoring or scaling, engineering leadership is responsible for translating the work into clear business or customer value. Instead of just stating the technical need, explain how it enables faster feature development or access to a larger customer base.

Perplexity's VP of Design, Henry Modiset, states that when hiring, he values product intuition above all else. AI can generate options, but the essential, irreplaceable skill for designers is the ability to choose what to build, how it fits the market, and why users will care.

Frame the product manager not as a feature owner, but as the central communication hub. Their primary function is to connect business, stakeholders, engineering, and design, navigating complex relationships and translating needs across disparate groups.

AI tools are collapsing the traditional moats around design, engineering, and product. As PMs and engineers gain design capabilities, designers must reciprocate by learning to code and, more importantly, taking on strategic business responsibilities to maintain their value and influence.

Creating products customers love is only half the battle. Product leaders must also demonstrate and clearly communicate the product's business impact. This ability to speak to financial outcomes is crucial for getting project approval and necessary budget.

The number one reason design-led product visions fail is the exclusion of product management. Since design doesn't typically own the roadmap, involving product partners from the very beginning is critical for buy-in and ensuring the vision doesn't become a useless artifact.