"Over the past three years, acting as UX Manager, I've reviewed hundreds of portfolios, from emerging designers to experienced seniors. A pattern consistently emerges: Only around 10% of junior to mid-level designers include any metrics in their portfolios. Even at senior levels, metrics tend to be design-focused: task completion rates, user satisfaction, or system adoption. These measures reflect design quality and usability, but they often stop short of showing what stakeholders truly care about: business outcomes."
"When our teams talk only about usability or delight, we risk optimizing for the interface instead of the organization. Design, at its best, is a business function. It creates measurable outcomes: reduces costs, increases conversions, improves productivity. If we want design to be viewed as a true business partner, we need to show how our work contributes to growth and efficiency, not just to smoother interactions."
Only about 10% of junior to mid-level designers include any metrics in portfolios, and senior metrics often remain design-focused (task completion, satisfaction, adoption). Such measures show usability but frequently fail to demonstrate business outcomes, creating a trust gap between design teams and decision-makers. For freelancers, business metrics are especially persuasive for communicating value. Design should function as a business discipline that drives measurable results by reducing costs, increasing conversions, and improving productivity. Demonstrating how design contributes to growth and efficiency is necessary for earning a seat at the decision-making table.
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