Office Hours: I’m Director of Product Design at Novo. I’m Miranda Garrido. AMA!Featured

Posted in:Design Product Office Hours Startups Parenting

Hi everyone!

I’m Miranda Garrido, currently the Director of Product Design at Novo. My team and I focus on creating financial products that help small businesses spend more time doing what they love and less time in the back office.

Since joining Novo six years ago as one of its first employees, I've worn many hats. From hands-on product design to leading the product and design functions, my journey at Novo has given me a unique perspective on how product and design work together. This experience has been invaluable as Novo evolved from a bootstrapped startup to a hyper-growth company that raised over $175M in venture funding.

Before Novo, I worked at a startup accelerator, helping startups find product-market fit and validate their ideas through prototypes, designs, and customer interviews. I hold a BA in Product Design and an MS in Strategic Design and Management. My background has enabled me to bridge the gap between customer needs and business outcomes, a connection many product managers and designers struggle with.

For those starting in Product Design or Product Management, my advice is to experience the product as a new customer and identify micro-improvements to enhance usability. Fresh eyes can spot subtle changes that significantly improve the user experience. Onboarding is a great place to start. Additionally, be a self-starter while respecting the existing roadmap, priorities, and strategy.

Outside of work, I love traveling back to my home country of Colombia, exploring the world through activities like skiing and diving, and spending time with my 1-year-old.

Feel free to ask me anything about product management, design leadership, career transitions, joining startups, or balancing work and parenthood.

ElphaStaff·Aug 05

Thanks so much for joining us @MirandaGarrido!Elphas – please ask @MirandaGarrido your questions before Friday, August 9th. @MirandaGarrido may not have time to answer every questions, so emoji upvote your favorites 🔥👍🏾➕

adakunwakanma·Aug 05

Thanks for taking the time to join us, Miranda. What tips would you give to designers who want to be more attuned to bridging the customer needs - business outcomes gap? Also, I'm almost graduating from Interaction Design masters (after a career transition) and considering the ecosystem right now, do you have any tips for landing a junior designer role?

MirandaGarrido·Aug 10

Hi @adakunwakanmaThank you for your question! Bridging the gap between customer needs and business outcomes is crucial for any designer who wants to make a real impact. One approach that has been particularly helpful for me is the Jobs To Be Done (JTBD) framework. Here’s how I would advise you to approach this:1. Understand the Business Context: Take the time to really understand the business goals, key metrics, and the overall strategy of the company. By aligning your design work with the business's objectives, you can create solutions that not only meet user needs but also drive key business outcomes. The JTBD framework can be particularly useful here, as it helps you focus on what customers are trying to achieve, aligning your designs with both their needs and the company’s goals.2. Deep Dive into Customer Insights: Make it a habit to engage deeply with user research, customer feedback, and data. The JTBD framework encourages you to think about the underlying motivations and contexts that drive user behavior. By understanding these 'jobs,' you can design products that fulfill real customer needs while also delivering business value. This could involve conducting interviews, surveys, or observations to gather insights and applying those findings directly to your design process.3. Collaborate Cross-Functionally: Use the JTBD framework as a common language when working with product managers, engineers, marketers, and other stakeholders. It helps ensure that everyone is aligned on both the customer’s needs and the business goals, making your design work more impactful. Open communication and collaboration are key to ensuring that your design solutions contribute meaningfully to both areas.4. Measure the Impact of Your Designs: Always look for ways to measure the impact of your design work on business outcomes. The JTBD framework can also help here by providing a clear lens through which to evaluate whether your designs are helping users accomplish their jobs. Whether it’s through A/B testing, user engagement metrics, or conversion rates, having data to back up the success of your designs will help you make a stronger case for the value of design in achieving business goals.As for landing a junior designer role, especially in today’s ecosystem, here are a few tips:1. Build a Strong Portfolio: Craft a portfolio that highlights your best work, whether it’s from school projects, personal work, or even hypothetical improvements to existing products. Consider including designs as case studies for products you believe could be enhanced. Ensure each project tells a compelling story by showcasing the problem you addressed, your design process, and the final outcomes. Whenever possible, include metrics or user feedback to demonstrate the impact of your work.2. Network and Build Connections: Leverage platforms like LinkedIn, attend industry events (even virtually), and join design communities like Friends of Figma to connect with professionals in the field. Networking can often lead to opportunities that aren’t publicly advertised.3. Seek Out Internships or Freelance Opportunities: Gaining real-world experience through internships, freelance projects, or even volunteering your design skills can be invaluable. It not only helps you build your portfolio but also gives you practical experience that can set you apart when applying for full-time roles.4. Tailor Your Applications: When applying for roles, tailor your portfolio and resume to the specific job and company you’re applying to. Highlight relevant skills and experiences that align with the job description, and consider writing a personalized cover letter that explains why you’re a good fit.5. Stay Resilient: The job market can be tough, especially in a transition. Stay resilient, keep refining your skills, and don’t get discouraged by setbacks. Every experience, whether it’s a successful application or not, is an opportunity to learn and grow.Best of luck with your career transition! With your background in Interaction Design and an understanding of frameworks like JTBD, you’re well-equipped to bridge the gap between customer needs and business outcomes and make a meaningful impact in your next role.

adakunwakanma·Aug 13

Thank you so much for this, Miranda!

Eusebia32·Aug 05

As someone trying to get into design leadership as a head of design I'm finding it hard to show impact, and get any interviews because I haven't formally managed a team/had direct reports. I'm guessing the path is get hired and work your way up, but curious if there are tips there. In some roles for lead UX (which I'm applying to) I see they don't have any head of design (or even product managers). Is it a risk to propose a role be head of design instead IF they also clearly need it? Or should I just focus on getting the role and propose a path towards advancement working with a manager? It's difficult to see where there are companies that have clear openness to internal promotion and I'm feeling pretty despondent at this point.

TheresaB·Aug 06

Hi Miranda!I'm so excited that you're here. I'm actively looking for a role that focuses on operations, strategy, and product building. I'm trying to figure out if product design and/or product management is for me. I have a lot of experience in operations and building business and projects from the ground up, so here are my questions:1. How does one transition into product design/management from an entrepreneurial and art background?2. What is your average day to day like in this role?3. What are some questions that you would ask a potential employer to see if the company is a good fit for you?Thank you so much for offering your expertise with us!-Theresa

Ileana35·Aug 07

Thank you for doing this AMA! I'm currently at an early stage startup, and would love your thoughts on a couple questions:1. How were you able to uplevel yourself to match the needs of the company as it grew?2. Have you struggled with burnout during your time at the company. If so, how did you handle it?2. What is your current relationship with work (e.g. what is the role of work in your life), and how has that evolved for you over the years?

MirandaGarrido·Aug 10

Hi @ileana35 thank you for your questions,Q1. How were you able to up-level yourself to match the needs of the company as it grew?:A1: As the company scaled, I recognized the importance of aligning my personal growth with the broader organizational needs.Continuous Learning: I made it a priority to stay ahead of industry trends and emerging technologies, especially in the fintech space. My approach wasn't limited to formal education; I took a more hands-on, scrappy approach by connecting with industry leaders, subscribing to key newsletters, and personally testing hundreds of fintech apps to gain firsthand insights. Whether it was design, product management, or leadership, I was committed to continually expanding my knowledge across these areas. I also took online courses on Product Management through Reforge, which I highly recommend for anyone looking to deepen their expertise.Adaptability: As the company scaled and challenges grew more complex, I adapted by shifting my focus from owning individual outcomes to driving team success and, ultimately, business outcomes. For example, when we moved from pursuing product-market fit to concentrating on a specific market, I transitioned from a hands-on role to a leadership style rooted in delegation. This involved empowering team members, entrusting them with greater responsibilities, and fostering a culture of ownership and accountability.Proactive Leadership: Recognizing the need for more structured processes and stronger cross-functional collaboration as we scaled, I proactively led initiatives to establish clearer product development frameworks, improve communication channels and product & design documentation. We constantly change the number and frequency of meetings, evolve document templates and ask the team what is and isn't working so we can improve. This not only enhanced team efficiency but also ensured that our product strategy was aligned with the company’s long-term goals.Mentorship and Team Development: As the team expanded, I invested time in mentoring and developing future leaders within the organization. By doing so, I ensured that we had the necessary leadership capacity to manage the growing demands of the company. This not only helped in maintaining a high-performing team but also allowed me to focus on more strategic aspects of the business.In summary, my ability to uplevel myself as the company grew was driven by a commitment to continuous learning, adaptability, proactive leadership, and investing in my team’s growth. These elements enabled me meet the evolving needs of the company and also contribute significantly to its growth trajectory.Q2. Have you struggled with burnout during your time at the company. If so, how did you handle it?A2: Yes, I've experienced moments of burnout during my time at the company, particularly during periods of rapid growth and high-pressure deadlines. When I recognized burnout, I focused on identifying the root cause so I could take proactive steps to address it while maintaining momentum.One of the first things I did was set clear boundaries between work and personal life, ensuring I had time for activities that recharge me personally. For example, regular exercise is crucial for my well-being, so I made it a priority to work out every weekday from 6-8 AM and on weekends from 8-10 AM. I also began delegating more responsibilities to my team, which not only reduced my workload but also empowered others to step up and grow.Additionally, I made time to engage in individual contributor work as a designer or PM, getting hands-on with the product by working on hands-on design, creating documentation, and participating in user interviews. This not only gave me perspective but also reinvigorated my passion for the work. Finally, I developed long-term strategies to address the root causes of burnout and took actionable steps to implement them, ensuring a sustainable path forward.Q3. What is your current relationship with work (e.g. what is the role of work in your life), and how has that evolved for you over the years?A3: My relationship with work has evolved significantly over the years. Early in my career, work was the central focus of my life. I poured immense time and energy into building my skills, advancing my career, and reaching professional milestones. Living in NYC, I was surrounded by people with big aspirations and boundless energy, which fueled my own passion for design and product management. I would go from work to classes to industry events, thriving on the fast pace and loving every second of it.As I’ve grown both personally and professionally, my perspective on work has shifted. I’ve become more confident in my skills and I'm aware of the value I bring to the table. Now, I invest my time more selectively, focusing on quality over quantity, and ensuring that I continue to learn without overloading my schedule

protoyaz·Aug 05

Hi @MirandaGarrido, thank you for sharing your time and expertise with us! I do have a few questions as your career path is ideal!!1. How would one transition to product design and product management coming from an operations, customer success, and project background?2. Is there a role that bridges design and management that exists and if not, how would one express a creation of that in interviews?3. Many of the job postings are geared towards senior level designers and managers. While freelancing and volunteering is an option for junior designers and managers, do you have any tips to find companies that are willing to give juniors the opportunity to take the challenge (w/ maybe a senior mentor or guide)?Thank you Miranda!!!

MirandaGarrido·Aug 10

Hi @protoyaz thank you for your questions 1. Transitioning from operations to product design or product management is possible by leveraging your existing skills, though there are specific knowledge gaps you'll need to address for each path. Transferable skills like problem-solving, project management, cross-functional collaboration, analytical thinking, and customer focus are valuable in both fields. However, you’ll need to acquire additional skills—such as design principles, UI design, interaction design, and user-centered processes for product design, or strategic thinking, market analysis, and roadmapping for product management.To make the transition, start by choosing which path you want to pursue first, understanding that this may take a significant amount of time. For design, begin with courses or bootcamps, build a portfolio, and seek opportunities in your current role to apply your new skills. Similarly, for product management, focus on acquiring relevant skills and seek mentorship and networking opportunities to support your growth in that direction.2. Yes, roles that bridge design and product management do exist, often under titles like "Design Lead." This particular role involves both the strategic aspects of product management and the user-focused approach of design. However, landing a role like this typically requires extensive experience in design, coupled with the strategic and business acumen of a product manager.Another entry point into product management is the "Product Operations" role, which leverages skills like process optimization, project management, and cross-functional collaboration.Product Operations offers close collaboration with product teams, exposure to the strategic side of product development, and opportunities to build business acumen. It’s a role where you can influence product decisions through data and operational support, potentially leading to a transition into product management. By emphasizing your relevant experience and expressing a strong interest in product management, Product Operations can serve as a strategic entry point into the product field.3. When looking for design roles, your portfolio is absolutely the most important part of your application. It’s your chance to showcase not only your skills but also your thought process and how you approach design challenges.One hack I’d recommend, especially if you’re eyeing a role at a company you’re passionate about, is to go beyond the standard portfolio. Take the initiative to create a case study focused on their product. You can format it as a deck and outline how you would audit and improve the product, showcasing your design process and ideas. This demonstrates not only your skills but also your deep interest in their specific product.Once you’ve put together this case study, find the hiring manager for the role and send it directly to them. This personalized approach can really make you stand out and show that you’re not just looking for any design job—you’re specifically invested in their product and eager to contribute to its success. For PM roles it's a little trickier since experience counts a lot, but you can always try your luck with early startups since they can be more open to bringing in generalists with a relevant background that will roll up their sleeves.

protoyaz·Aug 10

This was incredibly helpful, thank you! 🫶🏾

Itzy·Aug 07

Hi @MirandaGarrido, what is your advice on showcasing the impact of the design to stakeholders, when working for the company?

MirandaGarrido·Aug 10

Hi @Itzy thank you for your question!When it comes to showcasing the impact of design to stakeholders, my key advice is to always connect design outcomes to the broader business goals and use clear, data-driven communication. Here’s how I approach it:1. Align Design with Business Objectives: Start by understanding what matters most to the stakeholders—whether it’s user engagement, conversion rates, or revenue growth. By aligning design projects with these objectives, you can make a compelling case that design isn’t just about aesthetics; it’s a strategic driver of business success.2. Use Data to Demonstrate Value: Quantitative data, like user metrics, A/B testing results, and conversion rates, can be powerful tools to show the tangible impact of design. For example, if a redesign led to a 20% increase in user retention, highlight that result to make the business case clear.3. Tell a Compelling Story: Complement the data with qualitative insights, such as user feedback and testimonials, to create a narrative that resonates with stakeholders. Showing how design decisions solve real user problems can make the impact more relatable and understandable.4. Visualize the Journey: Use before-and-after comparisons, user journey maps, or prototypes to visually demonstrate the improvements that design has brought. Visual aids can be particularly effective in helping stakeholders grasp the full scope of the design’s impact.5. Regularly Communicate Progress: Keep stakeholders in the loop with regular updates on design progress and its impact. This ongoing communication helps build trust and ensures that stakeholders see design as an integral part of the company’s success.By clearly linking design work to business outcomes, using data to back up your claims, and consistently communicating the progress and impact, you can effectively showcase the value of design to stakeholders and gain their buy-in.

smoore·Aug 07

Hi Miranda,Hi Miranda, thank you for sharing your experiences with us! I’m currently a Co-founder and Head of Product & Design at a Seed-stage company, where I've spent the past four years immersed in various aspects of product and design. While this has given me a broad range of skills, I’m concerned that my generalist background might make me less marketable in the future for more specialized roles. Given your experience with Novo's early and growth stages, do you have any advice on how to effectively communicate the diverse responsibilities and skills gained from working in an early-stage startup? Thank you!

MirandaGarrido·Aug 10

Hi @smoore Thank you for the great question! First off, I want to emphasize that your generalist background is actually a huge asset, especially in today’s job market. Working in a seed-stage company, where you’ve been deeply involved in both product and design, has likely given you a unique ability to see the bigger picture and understand how different functions come together to create value. This is something that can be incredibly valuable, even in more specialized roles.Here’s how I’d recommend communicating the diverse skills and responsibilities you’ve gained:Frame It as a Strength: Highlight your ability to wear multiple hats as a sign of versatility and adaptability. Employers value candidates who can bring a broad perspective to specialized roles, especially when it comes to cross-functional collaboration and leadership.Focus on Impact: Rather than just listing your various responsibilities, focus on the impact you’ve made in each area. For example, if you’ve led a product launch from concept to market, talk about the specific results—like customer adoption rates or revenue growth—that showcase your effectiveness.Tell a Cohesive Story: When describing your experience, weave a narrative that ties together your diverse skills. Show how your broad experience in product and design allows you to understand user needs deeply, craft solutions that are both innovative and practical, and lead teams with empathy and insight.Highlight Transferable Skills: Many of the skills you’ve gained—like strategic thinking, problem-solving, and user-centered design—are transferable across various roles and industries. Make sure to emphasize these in your communications.Lastly, Specialize Where It Counts: If you’re aiming for a more specialized role in the future, start building expertise in that area while still leveraging your generalist background. Whether it’s through targeted projects, additional coursework, or thought leadership, show that you’re both a versatile leader and someone who can dive deep into a specific domain.In summary, position your generalist experience as a strategic advantage. Your ability to see the big picture and connect dots across disciplines will be incredibly valuable as you move forward in your career. It’s all about framing your diverse background in a way that highlights the unique value you bring to the table.

smoore·Aug 10

Thank you @MirandaGarrido! In the moments where things aren't feeling like a soaring success the imposter syndrome hits hard. I really appreciate the thoughtful response!

share this article