Marianna, you’ve spoken about the importance of
making product design “invisible” to users.
What do you mean by that?

– When we create products that work well, users don’t have to think about them. They do what they need to without any friction. My goal in product development is to make the design so intuitive that the user can focus entirely on their task, rather than figuring out how to use the product. Often, the only feedback teams hear is when something isn’t working—complaints are inevitable. But the mark of a truly well-designed product is when everything works so seamlessly that users don’t feel compelled to give feedback at all.

You’ve also talked about how measurable data is critical
in product development. Could you elaborate on that?

– Absolutely. Data should guide us in two main ways. First, it helps us understand how users interact with the product. We can track if there’s a pain point or identify where users are getting stuck. Second, having concrete metrics lets us show the impact of our work, whether it’s to other departments or stakeholders. For instance, if a certain feature reduces customer support calls, that’s measurable and meaningful data that proves we’re addressing real needs. It’s about being able to set trackable goals that resonate with both the team and the users.

So, are there specific types of data or metrics that
you think are essential in evaluating a product’s
success?

– Both qualitative and quantitative data are key. Quantitative data, like customer support call volume or click-through rates, is useful for identifying trends and tracking outcomes. But qualitative insights—like feedback on ease of use or what users find valuable—help us understand the “why” behind the numbers. Together, they create a complete picture that’s invaluable in development. For example, if we’re reducing complaints, it’s great. But understanding why users were complaining in the first place gives us a roadmap for future improvements.

How about the financial aspects of product development,
can you explain your approach to managing costs?

– It’s really about balancing the cost of development with the value that a feature or improvement brings to the user. There are three main areas I look at: development cost, infrastructure cost, and the cost of unused or misused features. Development and infrastructure costs are pretty straightforward, but when we build something that users don’t use—or worse, use in ways we didn’t intend—it ends up being a sunk cost. By keeping the user at the center of our development process, we avoid investing time and resources into features that won’t deliver real value.

How do you keep a user-centered approach
at the heart of your team’s work?

– It starts with the mindset that the product isn’t just for us to create because we can; it’s for the users to solve their challenges. We ask ourselves constantly: who are we building this for, and what is the specific need it meets? This question guides our decision-making process and encourages us to focus on outcomes rather than just outputs. We develop features that align with real user behaviors and contexts, which builds a stronger connection between our product and our audience.

What are your final thoughts for companies looking
to adopt this user-centric approach?

– Make data-driven decisions, but never lose sight of the user experience. Build features that not only work but that make sense in the user’s world. And always be prepared to ask the tough questions: Why are we doing this? Who benefits from it? Is it measurable? By keeping the user’s needs at the forefront and constantly validating with data, companies can create products that are not only functional but deeply resonate with their audience.

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