Hello,
I'm Steve Williams
I'm a product designer who connects people and ideas by collecting vast amounts of context about the limits and capabilities of systems and teams.
I can do this because I've developed a suite of skills that I strategically apply to observe users, identify problems, and ideate solutions.
What Others say about me
Rachel Daniel
VP UX Design & Research
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Vince Herrin
Sr. Director of Software Engineering
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"Steve constantly listens and incorporates developer feedback while maintaining a strong focus on user experience. His deep understanding of product direction and needed functionality ensures every design not only aligns with goals but also exceeds expectations. Steve worked and interacted directly with developers on my teams and always gave valuable direction and asked the critical questions. He is an exceptional designer."
Clay Porter
Sr. UX Product Design Manager
"What sets Steve apart is his versatility—he can seamlessly collaborate with developers and executive-level managers and is always able to explain complex design concepts in any detail needed. He excels at balancing user testing feedback with industry best practices, ensuring that designs are user-centered and aligned with current standards."
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Brittney Patton
Product Manager
"Steve is absolutely incredible at what he does. He is the best designer I've ever worked with. His ability to effortlessly think through the entire process of a product and all the use cases along the way is truly extraordinary. He's able to capture everything necessary and present it in a more than desirable way. He doesn't miss anything!"
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How I ADAPT
Big picture & crucial detail
I'm able to zoom out to see the big picture and zoom in on the details, and I've learned that understanding both makes me better at each. I describe it as knowing both the map and the terrain. When I'm working on the overall product strategy or vision, knowing the details of how things actually work helps me set realistic goals and spot potential problems before they become blockers. And when I'm deep in the weeds polishing a design or fixing an interaction, keeping the broader strategy in mind helps me make individual decisions that align with the larger goal.
Player-coach functionality
I've always been a player-coach type, doing the hands-on design work while also leading and mentoring the people around me. I don't need a formal title or someone telling me when to step into either role. I can read the situation and know when to roll up my sleeves and execute versus when to step back and guide with a lighter touch. I'm in the trenches with my team, shipping features and solving problems. Still, I'm also the one guiding junior designers, communicating at the executive level, and championing people's contributions from other teams. I'm good at observing what's working and what's not. That balance keeps me sharp and helps teams move forward together.
Startup and corporate
I've worked in a blend of fast-moving startup-like environments and large established corporations, and I've learned to bring the right energy to each situation. In a startup mindset, I'm comfortable moving fast, making decisions with incomplete information, and wearing multiple hats to get things done. When I find myself in a more corporate setting, I know how to navigate the structure, build consensus across teams, and work within established processes while still pushing for innovation. What ties it all together is my ability to recognize and adapt my approach. I bounce back when things don't go as planned, connect with people across different levels and departments, and learn quickly to contribute to emerging needs.
How I Lead
Focus on the work
If you let the work guide the process, it helps to erode aspects that detract from the goal. The difficult practice of removing your ego from problems can help you get closer to the solution. I like to format feedback sessions where people present problems, and field opinions and suggestions. Everyone is encouraged to contribute, no matter the level of expertise or background knowledge.
Embracing human creativity
While lean and agile methodologies can be rigidly applied and focused on efficiency, infusing them with the inspiration and fluidity found in artists' creative processes can help keep designers motivated. I like to remind designers of the power of creativity within structured environments and promote a balance between exploration and productivity.
Learning and leading
The best leaders I worked for were always learning. They were engaging everything from outside sources to their direct reports. I've tried to keep learning when I'm in a position of leadership by encouraging the sharing of ideas and championing them no matter where or who the idea comes from. This forms confidence in junior team members and cultivates future leaders.
How I Design
Research
Through observational research, I notice subtle behaviors that reveal user challenges. I focus on how users navigate interfaces, where they hesitate, and their instinctive actions.
These nuances uncover usability issues that feedback often overlooks. By observing these details, I identify core pain points and design solutions that create intuitive, user-centered experiences.
Methodologies
I utilize Systems Thinking and Design Thinking to address complex problems. They also serve as the focus during the initial stages of any challenge I encounter.
For faster prototyping, I apply Lean UX in the later stages of development.
I keep myself open to utilizing any methodologies to adapt to varying circumstances.
Decision making
I utilize consult and consensus decision-making methods for balanced collaboration and efficiency.
I consult my team and network to gather diverse insights, ensuring that expert opinions shape decisions. The consensus method fosters agreement, team alignment, and ownership.
By strategically balancing these approaches, I create an inclusive and effective user-centered design process.
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