These are the standards we hold ourselves to as a design team; for candidates, this is what they’re signing up for. They define how we show up in our work, how we partner with product and engineering, and how we make decisions. We use them to guide tradeoffs, challenge each other, and stay accountable to the outcomes we’re responsible for. When our work falls short of these, we call it out and fix it. These values are not meant to be fully comprehensive and a list of things every design org would say: it’s our opinionated perspective on what sets design at Nourish apart.
Now that AI tooling has given designers more agency, their seat at the table and mandate to own outcomes are amplified and accelerated. With these recent boosters in place, designers are, more than ever, expected to work in lockstep with PMs: co-author PRDs, shape strategy, and drive decisions. The line between design and product should be extremely thin.
Start with the ideal experience, not constraints. Design for the 80–90%, not the edge cases. Prioritize the experience that serves most users best, and handle exceptions without compromising the core flow. Once the ideal experience has been articulated, scope it down to what we can ship as immediately as possible without losing the core concept.
Quality isn’t someone else’s job. If something feels off, say so. Help fix it if necessary. We ship as a team and we must own the result together.
It’s not enough to have a strong idea; designers need to be effective at making the case. Frame the problem, show the tradeoffs, and demonstrate leadership in getting our partners aligned. It’s also not enough to be verbal; designers are visual thinkers and ideas expressed visually are powerful components of a compelling argument, so be sure to leverage this unique strength.