Beyond UX Design

What does it actually take to be the first, or only, designer or researcher on a team? Spoiler: it’s not just about doing great work. This week, we get into the unglamorous, under-discussed side of the solo role: building systems, managing up, and earning trust before you’ve even shipped anything.
What happens when you’re really good at the craft, but nobody around you understands what you do, why it matters, or how to support you?
Julian Della Mattia has spent his career doing one of the hardest things in UX: showing up first. As a researcher who has repeatedly been the founding or solo practitioner inside organizations, Julian has learned, mostly the hard way, that being great at research is only a fraction of the actual job. He’s also the host of Finders to Builders, a podcast built specifically for researchers navigating this exact challenge.
In this conversation, we dig into what Julian calls the “finder to builder” mindset shift: moving from someone who just surfaces insights to someone who builds the infrastructure, earns the trust, and creates the conditions for research (and design) to actually matter inside an organization. We talk about how to manage up when your manager doesn’t fully understand your work, how to know when your efforts are starting to gain traction, and what the invisible job description of a solo or founding designer really looks like.
If you’ve ever landed a solo design or research role and felt the gap between what you prepared for and what the job actually demanded, this one’s for you. Julian brings a grounded, practical perspective that goes well beyond frameworks, because, as he puts it, in this context, frameworks rarely fly out of the box. Hit play.
Helpful Links:
• Connect with Julian on LinkedIn
• Follow Julian’s Substack
• Finders to Builders Podcast
Topics:
• 02:25 – Meet Julian Della Mattia
• 03:48 – From PM to first researcher
• 06:06 – Agency advice for juniors
• 10:54 – Accidental in-house research role
• 14:28 – Finder to builder mindset
• 18:51 – Time triage and playmaker mode
• 24:53 – Invisible work and org dynamics
• 27:49 – Managing up and selling research
• 32:23 – Signals and metrics that it’s working
• 36:48 – Measuring research impact
• 38:35 – Skip the framework trap
• 39:02 – Managing up tactics
• 40:16 – Aligning with business goals
• 43:37 – Just ask your boss
• 44:43 – When to start hiring
• 46:32 – Recap and teamwork
• 48:37 – Parting advice for firsts
• 60:39 – Where to find Julian
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Why does one vivid customer story outweigh months of research? This week on the Cognition Catalog, we break down the anecdotal fallacy — our tendency to let a single experience override real evidence. Learn why stories hijack decisions, how this shows up on product teams, and what you can do about it.
Have you ever watched weeks of solid research get sidelined by one person saying, "Yeah, but I talked to a customer who hated it"?
We've all been in that meeting. The team has done the work—research is solid, the data points in a clear direction—and then someone shares a single story that shifts the entire conversation. A stakeholder mentions one piece of feedback from a sales call, or an engineer pushes back on a technology choice because of a bad experience three jobs ago. Suddenly, the energy in the room changes, and the data fades into the background. That's the anecdotal fallacy at work, and it's one of the quietest ways teams get pulled off course.
In this episode of the Cognition Catalog, I'm breaking down why our brains are wired to favor stories over statistics, and how this bias shows up constantly on product teams, from design critiques to sprint planning to roadmap discussions. We'll look at the research behind why personal narratives outperform aggregate data in persuasion (hint: it's not because people reject evidence, it's because stories are just easier to process and remember). And we'll talk about the HiPPO effect — when the highest paid person's opinion carries disproportionate weight simply because of who's telling the story.
But here's the thing... the goal isn't to eliminate anecdotes. Stories surface edge cases, highlight blind spots, and humanize insights. The key is learning to treat them as hypotheses, not proof. I'm sharing five practical takeaways your team can start using right away to keep one person's experience from becoming the whole team's strategy. Give it a listen.
Topics:
• 01:50 - When one story derails the team
• 03:49 - What the Anecdotal Fallacy is
• 04:21 - Why stories feel true
• 06:03 - How it hurts our team
• 07:36 - Fixes and team habits

—
Thanks for listening! We hope you dug today’s episode. If you liked what you heard, be sure to like and subscribe wherever you listen to podcasts! And if you really enjoyed today’s episode, why don’t you leave a five-star review? Or tell some friends! It will help us out a ton.
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Mahnaz has lived with volatility, uncertainty, complexity, and ambiguity in ways most product teams never will. In this episode, we talk about what happens when VUCA isn’t theoretical, how to avoid becoming an order taker, and how courage, empathy, and initiative can reshape your role as a designer.
What if the volatility, uncertainty, complexity, and ambiguity you’re facing at work feel overwhelming only because you’ve never had to live through it in your everyday life?
I throw the word VUCA around like it’s a trendy framework. Volatility. Uncertainty. Complexity. Ambiguity. But for Mahnaz Hajesmaeili, those aren’t abstract concepts; they’re lived experience.
Originally from Iran, before becoming a product designer, she built a life in China, knowing she could never fully belong there. When COVID hit, borders closed, savings ran out, and the life she had carefully constructed disappeared almost overnight. She returned to Iran, started over, taught herself UX, and eventually rebuilt her career in the United States.
That’s not “roadmap volatility.” That’s real volatility.
This week, I chat with Mahnaz to explore how living through that level of instability reshaped her approach to work. Why rejected designs don’t shake her. Why unclear strategy doesn’t rattle her and why she doesn’t default to being an order taker.
If you’ve ever felt overwhelmed by shifting priorities or frustrated by leaders who “don’t know what they want,” this episode offers perspective—and practical lessons.
Give it a listen. It might change how you define uncertainty.
Helpful Links:
• Connect with Mahnaz on LinkedIn

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Thanks for listening! We hope you dug today’s episode. If you liked what you heard, be sure to like and subscribe wherever you listen to podcasts! And if you really enjoyed today’s episode, why don’t you leave a five-star review? Or tell some friends! It will help us out a ton.
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You can have clear meetings, clean decks, and unanimous nods and still walk away misaligned. In this episode of the Cognition Catalog, we break down the testing effect and why teams confuse exposure with learning. We’ll look at how recall, not agreement, is what actually creates alignment.

If everyone was in the same meeting… why does everyone remember it differently?

You’ve probably experienced this before: a meeting ends with clear action items, apparent alignment, and a general sense that things are settled, only for confusion to resurface weeks later. Different assumptions. Different memories. Same meeting. This episode unpacks why that gap happens and why alignment without recall is basically an illusion.

This week, we walk through the testing effect and how it explains a common team failure mode: mistaking discussion, documentation, and agreement for learning. From onboarding to retrospectives to roadmap reviews, teams overload people with information and assume that exposure equals understanding. It doesn’t. Without retrieval, memory fades, rationales drift, and alignment quietly decays.

We’ll also look at what it actually takes to apply the testing effect at work, without quizzes or formal tests. Simple changes to how meetings end, how onboarding is structured, and how teams normalize recall can reduce rework, friction, and those “wait, when did that change?” moments. If you want decisions to stick, this episode is for you.

Topics:
• 00:00 - Introduction: The Meeting Dilemma
• 01:35 - The Illusion of Learning in Teams
• 03:48 - Understanding the Testing Effect
• 07:43 - Applying the Testing Effect in Teams

To explore more about the Testing Effect, don’t miss the full article @ ⁠⁠⁠cognitioncatalog.com⁠⁠⁠
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Thanks for listening! We hope you dug today’s episode. If you liked what you heard, be sure to like and subscribe wherever you listen to podcasts! And if you really enjoyed today’s episode, why don’t you leave a five-star review? Or tell some friends! It will help us out a ton.
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Most teams treat conflict as something to avoid. In this episode, I sit down with Yaprak Gültay Davison to talk about why that instinct backfires. We explore how healthy disagreement builds trust, improves decision-making, and helps teams move faster... without blowing things up.
What if the tension you’re trying to avoid at work is actually the thing your team needs most?
Most design teams say they value collaboration, empathy, and alignment, but rarely talk about disagreement. In this conversation, I sat down with Yaprak Davison, Head of Design at Goodnotes and former design leader at Spotify, to unpack why conflict isn’t a threat to good teams. It’s often the foundation of trust.
Yaprak shares how designers are trained to optimize for harmony, and how that instinct can quietly erode clarity, slow teams down, and lead to decisions being made without the right people in the room. We talk about the real signals of unaddressed conflict—delayed replies, passive agreement, quiet misalignment—and why silence often causes more damage than open disagreement ever could.
We also dig into what it actually looks like to lead through conflict: naming tension early, separating facts from the stories we tell ourselves, and turning disagreement into a co-design moment rather than a power struggle. If you’ve ever felt stuck “keeping the peace” while things quietly fall apart, this episode will change how you think about conflict and your role in it.
Helpful Links:
• Connect with Yaprak on LinkedIn
• Subscribe to “Leadership as Craft”
Topics:
• 02:49 – Diving into Conflict in Teams
• 03:18 – Guest Introduction: YRA Davidson
• 04:25 – The Role of Conflict in Design
• 05:45 – Managing Conflict in Design Teams
• 11:31 – Coaching and Cultural Differences
• 22:21 – Building Trust Through Conflict
• 25:21 – Scaling Teams and Systems
• 30:53 – Exploring the Concept of Followership
• 32:31 – Leadership as a Team Sport
• 33:40 – Balancing Leadership and Craft
• 35:43 – Building High-Performing Remote Teams
• 39:40 – Handling Remote Conflict
• 41:46 – Personal Insights and Advice
• 52:51 – Final Thoughts and Resources
—
Thanks for listening! We hope you dug today’s episode. If you liked what you heard, be sure to like and subscribe wherever you listen to podcasts! And if you really enjoyed today’s episode, why don’t you leave a five-star review? Or tell some friends! It will help us out a ton.
If you haven’t already, sign up for our email list. We won’t spam you. Pinky swear.
• ⁠⁠⁠⁠⁠⁠Get a FREE audiobook AND support the show⁠⁠⁠⁠⁠⁠
• ⁠⁠⁠⁠⁠⁠Support the show on Patreon⁠⁠⁠⁠⁠⁠
• ⁠⁠⁠⁠⁠⁠Check out show transcripts⁠⁠⁠⁠⁠⁠
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