The craft bar. What ships, and whether it's good. You'll run design critique and research review, set the standard for prototyping and interaction quality, and hold the line without becoming the bottleneck everything queues behind. Accessibility sits here too, WCAG conformance and assistive-technology testing built into the flow of work, not bolted on as a pre-release audit.
Jobs to be Done, in practice. It means coaching the team to run documentary-style timeline interviews rather than sliding back into usability tests, and it means getting job stories into the backlog in a form engineering will actually use.
AI-driven UX. We are evolving how we work in the PDLC and SDLC. UX has a critical role to play. We need UX leadership to define the interaction patterns, principles, and guardrails our teams design against when they build AI capability: setting expectations, communicating uncertainty, designing for error and recovery, keeping a human meaningfully in the loop, and making automated behaviour explainable and reversible. You'll build this into a pattern library other teams can actually use, and an evaluation approach so we can tell whether a pattern works rather than arguing about it. You'll also bring AI into how the discipline itself operates (research synthesis, early exploration, design ops) while keeping human judgement in charge of what we conclude and ship.
The relationship with Engineering and Product. Handoff standards, technical documentation, and discussing job stories so engineering can estimate and build. Where feasibility, business goals, and user needs conflict, you make the trade-off explicit instead of absorbing it quietly.
Research that changes decisions. Beyond JTBD, you'll drive to mature our research muscle. You will define research standards, methods, and tooling for the discipline, and hold the line on rigour: sampling, bias, and honest limits on what a given method can tell us.
The discipline's operating system. Design Operations and Research Operations: tooling, templates, participant recruitment, and the processes that let this scale. You'll also set the strategic direction for our design system with Engineering, so consistency is the easy path rather than the disciplined one.
The team. Hiring, onboarding, performance, and growth. You'll steward our UX career framework across both tracks, the individual-contributor path through to Principal and the people-leadership path, and you'll be expected to extend it, since it currently has gaps we know about and want fixed.
Facilitation. Including where the stakes are highest. Much of the evidence we need comes out of sessions you design and run: discovery workshops, co-design and alignment sessions, prioritisation exercises with Product and Engineering, participatory work with customers. You'll set the standard for how those are run here, and you'll personally run the ones that matter most (think enterprise accounts, executive sponsors, advisory boards) where the session has to produce something valuable and strengthen the relationship in the process.