17 years in Design, UX, Product, Marketing, and Consulting:

Fidelity National Financial

20+ startups

Johnson & Johnson

Apple

California Department of Education

Apple TV

4 Creative Agencies

Trane Technologies

Beats Audio

Microsoft

Dozens of SMBs

Fidelity National Financial 20+ startups Johnson & Johnson Apple California Department of Education Apple TV 4 Creative Agencies Trane Technologies Beats Audio Microsoft Dozens of SMBs

Grow Product People & Systems that Scale Business Results

I help you build the structures that shape your team’s outcomes, from collaboration culture to systems-based solutioning.

Scale “great” with good systems.

When Product & UX people gather together to learn, play, refine, build, and test rapidly and repeatedly, they sharpen their understandings, their teams, and their results.

I teach Systems Thinking and Collaborative Facilitation so that Product & UX people get good at making great.

01

Productivity is impact is morale is wellbeing.

Solve how information and influence flow through your team and you will see success beget success. All team outcomes are interconnected and driven by the way they gather people and data.

I enable market and revenue growth by finding and fixing structural issues that get in the way of team comfort, drive, and connection.

02

Fewer meetings, more outcomes.

A team is effective when data efficiently flows through them. When people gather without rigor and intent, we all suffer the cost.

I push teams to meet well in workshops, critiques, jam sessions, and 1:1s while streamlining status updates and decisions.

03

Get “good enough” to test.

If we aren’t testing, we aren’t learning. And if we aren’t learning, we’re increasing our chances of shipping messy products that bring the team, the org, and the users down.

I show teams that “daring to suck” is the key to validating our hypotheses quickly, so we all follow signal rather than getting lost in noise.

04

Lead Product teams with a Product mind.

The best Product & UX people optimize products by deploying expertise and empathy to facilitate diverse people through complex challenges. This is leadership.

I grow leaders by showing Product & UX people how their unique abilities are as valuable for helping teams as they are for helping products.

05

Let’s talk

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Weekdays from 8am to 4pm PT

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Put Playbooks into Practice

Lead by example to show your team how to gather, learn, play, refine, build, and test better together so that information and influence flow well.

In no particular order, these are the “stupid stuff” reminders I carry with me to any team.

Stakeholder Management

  1. Learn their world and their needs

  2. Share your world and your expertise

  3. Make decision-makers and decisions explicit

  4. Capture all insight and feedback

  5. Show them “why” don’t just tell them “why not”

Rapid Research

  1. Make the key question or risk explicit

  2. Use the quickest method that gets a reliable signal

  3. Involve cross-functional partners in the sessions

  4. Capture and share raw findings the same day

  5. Turn insight into action before the team loses momentum

Cross-Functional Education

  1. Book quarterly days where one function shadows another

  2. Book monthly cross-functionals Q&As

  3. Book fortnightly cross-functional 1:1s

  4. Capture and share weekly learnings

  5. Make ignorance gaps explicit and bridge them

Design Systems

  1. Routinely inventory products, processes, people, and priorities

  2. Include all functions in the collaboration

  3. Standardize what you can today

  4. Backlog what you will standardize tomorrow

  5. Share decisions and actions with everyone every week

Weekly Manager–Report 1:1s

  1. Create space for candor and vulnerability every week

  2. Keep a live pulse on work, blockers, and wellbeing

  3. Give and invite explicit feedback in both directions

  4. Capture career goals and revisit them at least monthly

  5. Close with clear actions, follow-ups, and mutual commitments

Critique

  1. Set rules for a safe space

  2. Focus on one problem

  3. Practice radical, respectful candor

  4. Capture feedback live in front of everyone

  5. Follow through and share what worked

Workshops & Design Sprints

  1. Get 5-7 stakeholders and team members together

  2. Focus on one problem

  3. Facilitate them to quickly learn, play, refine, build, and test

  4. Capture and share what they decide

  5. Assign and act right away

Role Definition & Org Structure

  1. Honestly capture and share strengths, weaknesses, and needs

  2. Bridge gaps with peer-to-peer mentoring

  3. Test one structural change at a time

  4. Ask everyone for feedback every week

  5. Solidify changes monthly based on measurable results

Jam Sessions

  1. Keep groups small (2–4 people max)

  2. Focus on a single blocker or perspective gap

  3. Practice critique and workshop skills without the pressure

  4. Encourage loose structure and open exploration

  5. Let sessions end naturally once value is unlocked

Lean UX, Agile, and Discovery

  1. Make assumptions and hypotheses explicit

  2. Frame work as testable outcomes, not deliverables

  3. Learn, play, refine, build, and test in short cycles

  4. Capture learning and share it widely

  5. Adapt plans based on evidence, not opinion

Peer-to-Peer Mentoring

  1. Pair people with complementary strengths and gaps

  2. Set clear, shared goals for the mentoring period

  3. Create safe space for candid feedback both ways

  4. Capture and share key insights as they emerge

  5. Rotate pairs monthly, allowing everyone to be a mentor

Find me online

@seanrobertkennedy

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