Director of Product Design at Jack in the Box

Oklahoma City, OK
Joined November 2007
A group of our friends decided we're all going to make Powerpoint presentations about random stuff we're interested in and present them to each other. We finally got around to starting it yesterday, and I taught everyone about the Voyager golden record.
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Intelligence 64
What's coming after superintelligence?
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Linear CEO @karrisaarinen: "Making products produces two things: the product, and the learning. The effort you put into building and designing things teaches you something about what the problem is, what the customers want. We're in this time now that there's this danger of losing that direct connection with the learning."
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Nobody tells you about these jobs when it’s time to choose a career
This quoted post is unavailable.
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Reading off the lineup at a prog rock festival
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Remember Symbolset symbolset.com/icons
you can tell a designer's exact age by which icon set they use as default
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“access to every perspective isn’t the same as having one”
convergence to the mean when everyone looks at everyone else to decide what to make, we eventually stop making anything of our own. we copy what works. borrow the language, the aesthetic, the features. we call it learning from the market, following best practices, staying competitive. together, everything starts to feel familiar. polished, interchangeable. nothing wrong. nothing alive. the mean isn’t necessarily bad. it’s where everything lands when we remove the reasons for it to be different. numbers are easier to compare than feelings, so we make things that produce numbers. we study what gets attention, then shape ourselves around it. eventually the feedback stops informing the work and starts authoring it. we’re no longer asking what we want to say. we’re asking what will be rewarded for saying. ai makes this loop frictionless. it can draw from more references than we could see in a lifetime. but access to every perspective isn’t the same as having one. it hasn’t lived a particular life that makes one detail unbearable and another beautiful. when we ask it to choose for us without bringing any intention of our own, we get something plausible, easy to approve. then we ship it, measure it, copy it, and feed it back into the next round. a tidal wave of mid. this changes not just the work, but the people making it. we describe ourselves in categories platforms can distribute and markets understand. designer. founder. creator. pick a niche. build a brand. be consistent. the parts that don’t fit become inconvenient, even when those contradictions might produce our most interesting work. we become easier to classify and harder to tell apart. i think we need to approach making things more like artists. an artist develops a perspective through the work. making, noticing, choosing, failing, returning. learning what matters even when nobody else cares. craft gives that perspective a form precise enough for someone else to experience. the life outside the work matters too. the places you’ve lived, the people you’ve loved, the things you’re embarrassed to care about. these aren’t distractions from having something to say. they’re how you come to have something to say. we understand this with music, paintings, photographs, movies. we expect a person to be present in the choices. we want to experience something we wouldn’t have encountered without them. software can do this too. a piece of software expresses beliefs about how life should feel. what deserves your attention. what you should be free to change. whether a task should feel like paperwork or play. even a small interaction can carry someone’s care, humor, or curiosity. but we rarely talk about software as a medium. we talk about it as an industry. markets to capture, workflows to optimize, competitors to catch up with. we add a feature because someone else has it, without asking whether it belongs. products accumulate the same parts and lose what made them worth choosing. underneath the branding, it’s all the same thing. artists learn from others too. the question is whether you’re absorbing those influences into a point of view, or using them to avoid developing one. what are you trying to let someone feel, understand, or do? why this particular shape? what have you noticed that the existing tools don’t seem to notice? those questions don’t have answers you can borrow from a competitor’s roadmap. if we can make almost anything, deciding what deserves to exist becomes more important, not less. speed gives us more chances to exercise judgment. it doesn’t remove the responsibility. i don’t want a world where every person becomes a more efficient distributor of the same ideas. i want people to use these tools to go further into what they actually care about. to make things specific enough that we can feel someone behind them. what is the point of everyone being able to make something, if we all end up making the same thing?
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Chess, but it looks like doodles on paper. Made with Claude Sonnet 5.5.
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Duo-Man offers the complete walkman experience on the iPhone Duo. Open the Duo to pick and 'insert' the cassette, Close the Duo to start listening. Yes, I actually recorded the button clicks and static noise from a real Walkman! It was fun making this at @bitrig hacks today.
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Me showing my friends my new vibe coded app
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The new development cycle in one image.
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Why do all “hiking” socks have to have like a picture of a mountain on them and have 5 colors and stripes and random lines on the feet? Can they not make just the same hiking socks but a solid color?
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I've heard this too many times now. "We cycled through a few different Heads of Product... they never work out." The pattern looks like this... 1. Founders notice they aren't shipping product. 2. They think a Head of Product will fix it. 3. Head of Product comes in, and spends time/energy at the "strategy" level of framing. 4. The strategy from the Head of Product misses the mark. 5. Founders realize they probably have better ideas about strategy. 6. Founders explain what's important to the Head of Product. 7. Head of Product doesn't have the right skills to translate "this is what we want to solve" to a blueprint of what to specifically build. In the end, it's a mix of wrong output and no output. What went wrong here? The #1 mismatch I see is that founders don't know what to expect from the Head of Product, and vice versa. Founders think they should delegate strategy, which is often not the case. Heads of Product think they should contribute strategy, which is often not the case. What's missing is this ... very often Founders have a good nose for what needs to get solved. What they need is someone who can NARROW DOWN and TRANSLATE that into a specific concept with good UX that's technically legible. But instead what happens is both compete for the "set the strategy" role. And nobody is problems into frames into shapes to go build. My #1 advice to founders thinking they need a head of product. Ask yourself: do you actually NOT know what you want, strategically? Are you really looking to outsource strategy? If it's not actually about bringing in someone from outside to set the direction for your whole product ... then you need someone who is skilled ONE LEVEL DOWN in concreteness. Meaning someone who can listen to you about what matters, whiteboard the solution that pulls it all together, and work with technical people to make it happen. There is a HUGE gap in the market today. We need product people who can work ABOVE the level of Figma-visuals and BELOW the level of "company strategy". So much work of getting to what we actually ship — the blueprint — is in-between. And let me tell you ... if you EVER go to a product conference, prepare to be deeply misled. There are WAY TOO MANY talks about "strategy" when nobody in the room is truly responsible for strategy. Product is ultimately about understanding the purpose and translating that into a specific design. A Head of Product who can't whiteboard a UI flow or make technical trade-offs with engineers isn't heading product. They're trying to play CEO.
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How much you play is my favorite measure of success in this industry. You stop looking up to tech execs (who look miserable) or hyper-growth founders (stressed) and start looking up to independent creative minds who shape a space that allows them to play.
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Just reverse engineered my Oura Ring 5 so I can control my computer like a wizzard. @ouraring please send my love to whoever buried a feature to stream live accelerometer data
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I need to talk to the person in charge of setting line height options in Powerpoint.
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The Spurs know how to TAKE the lead, they just don't know how to HOLD the lead. And that's really the most important part of the lead: the holding
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Imagine a world where you could copy/paste websites into editable Figma layers (jk you don’t have to imagine you can do this now with our Chrome extension)
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Just now found out you can change the hard to read yellow UI tint and link color on Apple Notes on Mac. You have to change the whole system setting to abandon multicolor accents, but it's worth it for me. medium.com/@antcooper/say-go…
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