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The Most Underrated Design Skill in 2025: How To See Your Ideas Faster

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Design Mindset, Yanko Design’s weekly podcast, treats the creative process as something you can actively shape rather than something that just happens to you. Each episode digs into the habits, mental models, and practical tools that move designers from tentative to decisive, from endlessly tweaking to actually shipping work. Now in its fourteenth episode, the show is starting to feel like a standing studio critique in audio form, where process and mindset get equal billing with aesthetics. Powered by KeyShot, the series keeps returning to a simple idea: when designers can see their ideas faster and more clearly, they make better choices and take bolder risks.

This week, host Radhika Seth speaks with Reid Schlegel, Design Director at RS.D and educator at Parsons School of Design, whose career spans consultancy work at Smart Design and collaborations with brands like OXO. Reid is fluent in everything from loose Sharpie sketches to VR, CAD, and photorealistic rendering, but what really defines his work is how he teaches others to use visualization as a confidence engine. Not the confidence to defend a final deck, but the quieter confidence to show rough, uncertain ideas early. In episode 6 of Design Mindset, he unpacks how rapid visualization, from napkin sketch to KeyShot render, can quietly become the most important skill in a modern design career.

Seeing ideas sooner, not better, builds real creative confidence

Reid starts with a pattern he sees constantly in classrooms and studios. Designers are not short on ideas, they are short on the courage to externalize them before they feel polished. He describes watching students stall out inside their own heads: “They’ll have a brilliant idea in their head but they’ll spend weeks perfecting it mentally before they ever put pen to paper or pixels to screen. By the time they finally externalize it, they’ve already talked themselves out of half the good ideas. The magic happens when you see your ideas sooner, messier, more honestly. Because creativity isn’t about having perfect ideas, it’s about having the confidence to iterate on imperfect ones.” That shift in mindset turns sketching and rendering into tools for thinking instead of tools for showing off.

Once ideas are visible, the conversation changes. A wall of fast, imperfect sketches or rough models invites questions like which direction has the most potential, which combination might unlock something new, and what should be pushed further. In professional settings, especially in consulting where Reid has spent most of his career, the ability to generate many legible options makes you a better collaborator and a more resilient designer. A high volume of rough concepts creates more material for the team to build on together, spreads risk across multiple directions, and keeps everyone less attached to any single idea. Creative confidence grows from that rhythm of trying, testing, and adjusting, not from waiting for one supposedly flawless concept.

A Batman tool belt beats a single perfect process

A lot of younger designers still believe in a clean, linear pipeline: research, sketch, model, render. Reid is quick to call that a myth. Real projects are messy, and the designers who thrive are the ones who treat their skills like a Batman tool belt. “It’s not about being good at just sketching and rendering. It’s about having a wider toolkit. I kind of use the analogy of like Batman’s tool belt, where there’s a lot of different things that need to be used at different times.” On some days, the right move is a page of thumbnails. On others, it might be a crude clay massing model, a hacked cardboard mockup from Amazon boxes, or a loose “sketch CAD” blockout. The metric is not beauty. The metric is how quickly you can get something tangible enough to react to.

Reid encourages designers to be comfortable sacrificing early quality for speed, because that is how you work through the weak ideas while the stakes are still low. He also treats switching mediums as a deliberate tactic. When a problem feels stuck in CAD, picking up a pen or building a quick physical mockup can unlock a “quick win” that restores momentum. That change of medium nudges your brain into a different mode of thinking and often reveals new angles on the same brief. Instead of obsessing over one polished workflow, Reid wants designers to ask, in each moment, which tool will get them to a useful insight fastest, then move on once that insight has been captured.

Paper sketching still feels like wizardry in a digital room

Despite his comfort with digital tools, Reid is unapologetically bullish on paper. Quick, low fidelity sketching on paper remains his go to for early ideation and for live sessions with clients. The reason is not nostalgia. It is transparency. When you sketch in front of someone, they can see the thinking appear in real time. That has a powerful effect on trust. As he puts it, “If you can do a sketch on the table in front of a client, they will look at you like you’re a wizard and you’ll instantly get their respect and they’ll trust you. If you’re the first person to show it to them, you’re like the gatekeeper that all of a sudden allowed them to level up. So quick sketching is super invaluable.”

In workshops or stakeholder reviews, a spread of loose paper sketches invites people to point, circle, and combine. The work feels approachable. No one worries about “ruining” a finished render with a suggestion. That is why Reid talks about early outputs as “sacrificial lambs.” Their job is to be tested, challenged, and discarded if needed, not to survive untouched. A handful of super polished digital images, by contrast, can freeze the room. Critique starts to feel like an attack on something that already looks finished. By keeping the fidelity low in the early stages, designers protect their own willingness to explore and their clients’ willingness to engage honestly.

From overnight renders to minutes fast feedback

The episode spends time on how rendering technology has changed the tempo of design work. Reid remembers starting out at Smart Design when rendering was slow and often an overnight task. That lag created friction. Teams hesitated to render too early because each pass cost so much time. Today, tools like KeyShot produce photorealistic versions of rough models in minutes, which means designers can use rendering as part of the exploratory phase rather than saving it for the end. When you can see a form in believable lighting and materials almost immediately, you can catch proportion issues, surface problems, or brand mismatches long before they become expensive.

Reid is careful to point out that this speed comes with a risk. When designers jump into CAD and high fidelity rendering too early, they tend to lock in too soon. Once a model has hours invested in it, it becomes harder to throw away, even if the core idea is weak. His answer is to treat early CAD and early KeyShot passes like any other sketching medium. They are temporary, disposable, and meant to be killed if they are not moving the project forward. Used in that spirit, fast rendering becomes a way to shorten feedback loops and ground decisions in visual truth, rather than a trap that turns every file into something too precious to question.

Career momentum from transparency and fast, flexible output

When Radhika asks how all of this translates into career success, Reid focuses on two themes: efficiency and openness. In consulting environments, timelines are tight and briefs evolve quickly. Designers who can flex across sketching, models, CAD, and rendering, and who can choose the right tool for each moment, simply handle more work without burning out. “It just means you’re an efficient team member. My entire career has been consulting and consulting is a rapid environment where you have to execute quickly or else you just won’t be able to keep up with the demand and the workload.” That kind of efficiency is not about cutting corners. It is about not over investing in fidelity before an idea has earned it.

On the human side, Reid urges junior designers to practice radical transparency instead of hiding their struggles. He points out that managers can usually see when someone is floundering, and that teams and clients are incentivized to help you succeed because your success is tied to the project’s outcome. Asking for help early allows leaders to design a development plan with you, rather than quietly losing confidence in your abilities. When things click, creative confidence feels, in his words, “empowering” and “warm inside.” It is the sense that your work was understood, that it resonated with the room, and that you are moving in the right direction. For a field built around solving problems and creating delight for others, that feeling is one of the most reliable rewards of the job.

Design Mindset, powered by KeyShot, returns every week with conversations like this, tracing the connection between how designers think, the tools they use, and the work they put into the world. Episode 6 with Reid Schlegel leaves you with a simple, practical challenge: see your ideas sooner, in more ways, and with less fear of being imperfect.

The post The Most Underrated Design Skill in 2025: How To See Your Ideas Faster first appeared on Yanko Design.

When Data Says No And Your Gut Says Go: What Designers Can Learn From Ti Chang

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Design Mindset, Yanko Design’s weekly podcast powered by KeyShot, is quickly becoming a space where designers unpack how ideas actually move from gut feeling to shipped product. Episode 13 zeroes in on something every creative feels but rarely names clearly: that inner voice that pulls you toward a risky idea long before the data looks friendly. Host Radhika Singh calls it “that mysterious inner voice that guides our best work,” the sensation when “data says one thing but something deeper says let’s try something else instead.” A new episode drops every week, and this one sits right at the intersection of intuition, taboo, and cultural change.

This time, Radhika speaks with industrial designer and entrepreneur Ti Chang, Co Founder and Chief Design Officer at CRAVE, the San Francisco company behind design led vibrators and “pleasure jewelry” for women. Ti has spent her career trusting her creative compass in one of the most stigmatized consumer categories. From Duet, an early crowdfunded USB rechargeable vibrator, to necklaces that double as vibrators, she keeps making moves that look commercially reckless on paper and then quietly create new product categories. The episode becomes a compact playbook for using intuition without abandoning rigor.

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Trusting your inner compass when no one else sees it

Ti does not treat intuition as a vague vibe. It is the core of how she decides what to make. “Intuition is something that have guided me throughout my process,” she says. Her first filter is simple: if a concept does not resonate deeply with her, it is unlikely to resonate with others. “If you follow your intuition to create something that resonates with you, there’s a much higher chance that you’ll resonate with somebody else.” She borrows that framing from Rick Rubin’s The Creative Act, but applies it in a very concrete way to industrial design.

Her career choices follow a three part test. “I’ve been able to find something that serves people and that I’m interested in and I have the skill set to do, and the marriage of these three is what has allowed me to I think have a quite a fulfilling life so far.” Intuition, for her, is not anti research. It is what tells you which questions to ask, which users to serve, and which ideas deserve the grind of engineering and validation. When Radhika asks what trusting that compass feels like, Ti is blunt: “It feels scary. It feels scary and it feels isolating because you’re the only person who sees it and nobody else quite understands it. And so for a long time, you’re going to just be in a scary kind of alone, a lonely spot.” Being early, she suggests, comes with that loneliness baked in.

Nudging culture from the middle, not the extremes

Designing for intimate wellness means walking a tightrope between too safe and too provocative. Ti describes her job as knowing her “playground.” On one edge are clinical, anonymous forms that keep taboos intact. On the other are objects so polarizing that they scare off the very people she wants to reach. Her goal is to live in the middle, where aesthetics are aspirational enough to move culture, but digestible enough that people actually buy and use them.

“You want to be able to nudge people along, bring them along with an aesthetic that they find acceptable and that they can digest, while all the while pushing, you know, aspirational and also creating room for a little more edginess, you know, without completely polarizing them.” She is clear about the commercial reality too. “If I created something that was just so polarizing, I’m sorry, like I would probably sell three a year, you know?” That is not just bad business, it is misaligned with her mission. “I know my playground. I know what will work for the agenda that I am trying to help people have a more open conversation about pleasure.” That agenda shapes choices around materials, silhouettes, and how proudly a product can sit on a bedside table without broadcasting its function.

Duet and pleasure jewelry, when “crazy” ideas become categories

CRAVE’s Duet is a neat case study in how Ti blends intuition with hard engineering. Long before USB everything became standard, she and her team asked why intimate products still relied on disposable batteries and clumsy chargers. The answer became a slim metal vibrator that plugged directly into a USB port, with the motor and electronics separated for safety and durability. This was 2008, pre Kickstarter playbook. Ti self funded prototypes, sourced metal work in China, and took early units to an adult products trade show. Instead of over indexing on focus groups, she watched buyer behavior. Immediate purchase orders were her market validation that the gut call was reading the culture correctly.

If Duet was bold, pleasure jewelry was the move that really made people think she had lost it. In the rapid fire round, when Radhika asks for “one decision you made on pure intuition that everyone thought was crazy,” Ti answers instantly: “Pleasure jewelry.” Turning necklaces and bracelets into fully functional vibrators that can be worn in public contradicted every convention in the category. Investors struggled to imagine why anyone would want their vibrator around their neck. Only once the pieces existed, and early adopters responded emotionally, did the idea begin to make sense to the market. Ti is careful not to claim that empowerment lives in the object. She rejects the notion that women must wear pleasure jewelry to feel powerful, framing empowerment as internal, with products as optional tools that some people find resonant and others simply do not.

Selling intuition to data driven stakeholders

A big chunk of value in this episode lies in how Ti translates a private hunch into something investors, engineers, and retailers can actually work with. Stakeholders do not fund “I have a feeling.” They fund roadmaps and artifacts. Visualization tools sit at the center of that bridge. KeyShot, the episode’s sponsor, is part of her daily workflow, letting her explore materials, textures, and finishes in real time. Those renders are not just for pitch decks. They help her test her own instinctive reaction to an object’s presence. In intimate categories, she often finds those visceral responses more useful than sanitized focus group quotes.

At the same time, she respects data enough to let it overrule her when the stakes are commercial rather than artistic. She laughs about being wrong on colors. “I’ve seen myself thinking like this color is going to be amazing. I’ve been wrong many times. And when you’re wrong with something as, like, in product, when it comes to color, you’re stuck with a lot of inventory and you do not want that. That is not good for business.” In a hypothetical startup challenge, where user testing clearly favors a more clinical aesthetic over a playful one the designer loves, she is clear. If this is not an art project, you ship what users are ready for. Yet she refuses to let numbers become the only voice. Asked what designers who only trust data are missing, her answer is sharp and short: “Missing their heart and soul.”

Prototyping life, not just products

Later in the conversation, Ti talks about being diagnosed with ADHD and autism as an adult. Hyperfocus on topics like gender equality, pleasure activism, and emotional design has been a quiet engine behind her work, letting her stay with difficult ideas long after others would have moved on. The flip side is that when she is not deeply interested, progress stalls. Instead of fighting this, she now uses it as part of her compass, choosing projects she knows she can stay obsessed with for years.

Underneath all the specifics of sex tech and crowdfunding, the operating system stays the same. When you cannot see the full path, you prototype. Ti treats “try, learn, iterate” as both a design tactic and a way to navigate an unconventional career. When Radhika asks if she would still design something her intuition loves even if she knows it will not sell, Ti says yes, “if I think it’s going to be a fun journey.” Some ideas exist to move markets. Some exist to keep the creative self alive. Episode 12 of Design Mindset captures that balance cleanly, showing intuition not as the opposite of research, but as the spark that tells you which risks are worth taking in the first place.

Listen to the full conversation on Design Mindset (powered by KeyShot), available every week on YouTube, to hear more insights from one of the industry’s most decorated design leaders.

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The post When Data Says No And Your Gut Says Go: What Designers Can Learn From Ti Chang first appeared on Yanko Design.

Why Huawei’s Former PR Leader Says Most Brands Get Global Marketing Completely Wrong

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Every week, Yanko Design’s podcast Design Mindset powered by KeyShot brings you conversations with design leaders who are shaping how products, brands, and experiences connect with people around the world. Hosted by Radhika, the show explores the intersection of design thinking, strategic communication, and the human stories behind successful brands. Whether you’re a designer, entrepreneur, or simply curious about how intentional design shapes our world, this weekly series offers insights you won’t find anywhere else.

In episode 12, Radhika sits down with Chris Pereira, founder and CEO of iMpact, a China-Western communications and go-to-market firm based in Shenzhen. With nearly two decades in China, fluency in Mandarin, and a notable stint as a Huawei PR leader, Chris brings a rare perspective to the table. Named one of Forbes India’s Top 30 Globalization Innovators, he’s spent his career helping brands navigate the treacherous waters between cultural intention and reception. What emerges from this conversation is a masterclass in how design decisions carry meaning, whether you intend them to or not.

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When “On Brand” Goes Off the Rails

Chris opens with a stark reality check: “Design isn’t neutral, especially across cultures. A font, a color, a slogan that wins in New York can really backfire in Nanshan in Shenzhen, China.” The challenge isn’t just about translation in the linguistic sense, it’s about making intention travel across borders intact. Every design choice tells a story about your values, and Chris emphasizes this with a striking insight: “The question isn’t if your design will tell a story, but what story you’re telling. So it’s whether you’ll own that narrative or let it own you.”

When brands think they’re “on brand” with a global strategy, that’s often exactly when things break down in local markets. Chris shares a personal anecdote that illustrates the stakes: “I had a friend a few years ago in China and he always liked to wear a green hat… But in China, there’s a specific phrase. If you’re wearing a green hat, it means your partner is cheating on you in the relationship.” What’s an innocuous fashion choice elsewhere becomes a cultural faux pas in China. For brands, this translates directly to sales, green hats simply don’t sell in Chinese markets, regardless of how well they perform globally.

Why Respect Can Look Like Disrespect (and Vice Versa)

Cultural landmines extend far beyond color choices. Chris recounts a dinner meeting where cultural respect signals completely misfired: “The Chinese host used chopsticks and before he ate he put food onto my client’s plate… But my business partner, my client, he got very angry all of a sudden. He said, I know how to use chopsticks. I’m not a kid.” The Chinese host was showing respect; the Western guest felt insulted. Both sides wanted to build trust, but the trust was actually eroded by the interaction.

These seemingly small details matter enormously for visual communication too. Sticking chopsticks upright in rice is a cultural taboo in China associated with funeral rites, an advertising image showing this would be deeply inappropriate, yet a Western creative team might not know to avoid it. Chris’s firm uses a systematic 10-item pre-mortem checklist that expands into roughly 100 specific considerations, covering everything from brand names and color schemes to who appears in imagery and what scenarios are shown. The goal should be consistent across markets, Chris explains, but the methods must adapt: “The result or what we want to convey in every country is the same. We care about the local community… How we get there is very different.”

Stop Saying You’re Great (Get Someone Else to Say It)

Perhaps the most critical insight Chris offers is about trust-building through third-party endorsement. “If I sit here and tell you, Radhika, I’m really great. I’m amazing… Honestly, that’s not a good way to convince the other person. The better way is to say, this professor has given me a letter of introduction. I was on TV last week on that media.” From a brand perspective, advertising says “I’m great,” while third-party endorsement says “he’s great” or “she’s really trustworthy.” Chris’s advice is direct: “If you don’t have the third-party endorsement, you shouldn’t do advertising.”

He encourages brands to “stand on the shoulders of giants,” pointing to the “Intel Inside” label on laptops as a perfect example. Industry awards, professional association endorsements (like dental associations for toothpaste), and partnerships with established entities all build the trust foundation necessary before spending on advertising. For product launches, Chris advocates showcasing customer success stories: “Maybe we can donate some of our products while we’re doing our announcement. And they can come and say how much that means to them for their community.” This provides powerful, authentic validation that no amount of paid advertising can replicate.

What Huawei’s Crisis Taught About Winning Together

Chris’s time at Huawei during one of the most challenging periods in the company’s history taught him invaluable lessons about resilience and messaging. When he joined in 2016, the message was all about dominance: “We’re number one in this industry. We’re number two in this industry. We have a huge end to end supply chain.” That message made employees proud but scared competitors. “If you’re in the United States at your Apple or Google, you’re like, oh, crap, this is kind of scary. Right. And they’re going to take our business,” Chris recalls.

The lesson? “The importance of win win or finding ways to work together in a way that’s good for everyone in the community is important.” Huawei eventually shifted its messaging toward building an open ecosystem, helping everyone in the supply chain succeed together. Chris also learned about the long-term mindset necessary for trust-building. When the Meng Wanzhou crisis hit in 2018-2019, many questioned whether Huawei would survive. Yet the company had a record year recently, expanding into new sectors like automotive. This taught Chris the importance of resilience and “thick skin” for both brands and individuals, and that trust requires time and consistency to build properly.

Redefining Speed: Why “Shenzhen Speed” Isn’t What You Think

The concept of “Shenzhen Speed” came up multiple times, but Chris is careful to define it properly. It’s not about rushing business relationships or pushing for quick deals. Rather, “when we say Shenzhen speed, we’re not talking about the speed of your business development… the speed is response. So if you send me a message and I respond quickly, we close the loop quickly.” Trust, conversely, needs time.

As Chris puts it, quoting a German friend: “Going in the wrong direction very quickly is not efficient. So in other words, if you’re going in the right direction slowly, that’s actually maybe better than going super fast and going in circles.” This is especially true for Chinese companies going overseas. Chris identifies cross-cultural communication as the primary challenge: “They all have great products, but they still lack a ability to communicate in a cross-cultural setting.” And crucially, human connection matters more than technology: “Get on an airplane and be on site at a trade event, visit your clients in person, have coffee with them. So none of that can be done by AI, interestingly.”

The Three Non-Negotiables Every Brand Needs

When asked about his non-negotiables, Chris identifies three foundational principles. First, compliance, “You need to follow the law anywhere you go,” he states simply. Second, authenticity: “If you’re not authentic, you will lose the trust of the local market.” Chris shares what he calls the 20-60-20 rule: 20% of people will always love you, 60% don’t really care either way, and 20% will actively dislike you. “When we’re doing our design work and business work, it’s important to bring your true self to the table because then you’ll attract the consumers, your customers, your partners, your friends who are like minded.”

Third, purpose beyond profit. “We’re not just doing business and doing design work and doing PR for money. I think we want to make the world a better place,” Chris reflects. For him, this is personal: “I have a nine year old son who’s half Chinese. So what we’re doing is helping Chinese companies and helping China tell their story in a more effective way overseas and building more trust and friendship.” In the rapid-fire segment, Chris crystallizes several key insights. His quickest litmus test for international success? “The team, the team behind the product.” The most underused asset in cross-border launches? “The actual relationships… in the local market.” And what beats beautiful design every time? “A brand mission. So a mission, a worthwhile cause to do something.”

Making Intention Travel

What emerges from this conversation is a fundamental truth: design is never neutral. Every choice, from fonts to colors to the people you feature in your imagery, communicates values. The challenge is ensuring those values translate as intended across cultural boundaries. Chris’s approach is both systematic and deeply human: use checklists and structured processes, but never forget that trust is built person to person, through authentic relationships and genuine commitment to local communities.

For designers and brand strategists working in an increasingly global marketplace, the message is clear: you can’t afford to be culturally naive. What “works” in your home market may actively harm you elsewhere. But with the right approach, thoughtful localization, authentic partnership, and patience, brands can successfully make their intention travel across borders. Chris Pereira can be found on LinkedIn, and Design Mindset releases new episodes every week, bringing you more conversations with leaders who understand that great design isn’t just beautiful, it’s meaningful.

Listen to the full conversation on Design Mindset (powered by KeyShot), available every week, to hear more insights from one of the industry’s most decorated design leaders.

Download your Free Trial of KeyShot Here

The post Why Huawei’s Former PR Leader Says Most Brands Get Global Marketing Completely Wrong first appeared on Yanko Design.

After 40 Years, BRP’s Chief Design Officer Says Empathy Beats Perfection Every Time

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The tension between perfection and progress is something every designer grapples with, yet it’s rarely discussed with the kind of candor it deserves. In episode 11 of Yanko Design’s Design Mindset podcast (powered by KeyShot), premiering every Friday, we sit down with someone who has spent four decades mastering this delicate balance. Denys Lapointe, Chief Design Officer at BRP, leads a team of 135 multidisciplinary design experts from 21 countries, and under his stewardship, the company has accumulated an astounding 61 Red Dot Awards, culminating in the ultimate recognition: Red Dot Design Team of the Year 2025.

For those unfamiliar with BRP, this Quebec-based powerhouse is the global leader in powersports and the number one OEM in North America. They’re the creative force behind iconic brands that define adventure, including Ski-Doo, Lynx, Sea-Doo, Can-Am, and Rotax. With nearly $7.8 billion in annual sales spanning over 130 countries, BRP’s products traverse land, water, and snow. What makes Denys’s perspective particularly fascinating is his 40-year journey with the same company, witnessing his designs evolve from sketches to prototypes to products that millions use to explore the world. He’s learned when to push for perfection and when to embrace strategic compromise in service of getting breakthrough innovations into consumers’ hands.

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Why “Good Enough” Isn’t in BRP’s Vocabulary

When asked about embracing “good enough” as a design philosophy, Denys immediately pushes back. “Basically, I would say, Radhika, the word good enough is not a word that we use. It’s I see it a little bit like the passing mark,” he explains. Instead, BRP formalized a design philosophy built on three key pillars: innovative product architectures, high functionality (integrating ergonomics and human-machine interface), and the “wow factor,” which creates enough emotional content that consumers are drawn to products and want to possess them. The goal isn’t merely to meet customer expectations but to exceed them, benchmarking relentlessly against competitors to win consumers’ hearts.

The breakthrough isn’t in excelling at any single pillar, though. “We know that what’s important is not so much to overdeliver on one of those pillars, but it’s the equilibrium between the three,” Denys reveals. This balanced approach is enforced through BRP’s rigorous stage-gate process and Design Governance Committee, which reviews projects at each critical juncture, challenging teams on all three pillars and ensuring alignment with brand DNA. Younger designers might chase the “wow factor” at the expense of daily usability, but BRP’s structured governance forces timely decisions that maintain equilibrium. “As design leaders, we must teach and coach our young designers to strive for perfection, knowing that perfection is difficult to reach. Obviously, but they need to learn to make the right compromise so to deliver a compelling offer to our consumers, which will exceed their expectation,” Denys explains.

The Accessory Ecosystem: Where Great Ideas Go to Thrive

One of BRP’s most innovative approaches to balancing ambition with pragmatism is their accessory strategy. “I remember several projects where we had too many ideas. We just had too many ideas,” Denys recalls. When milestones force prioritization, rather than abandoning valuable features that drive costs too high for the base model, BRP shifts them to their accessory ecosystem. This allows consumers to opt into features they personally value while keeping base models at target MSRP. Ideas aren’t killed, they’re given to the accessory group to develop separately, ensuring that compelling offers reach consumers without compromising the product’s commercial viability.

Even better, accessories are designed to be compatible across product lines using a patented quick connect/disconnect system. “An accessory that is designed for a seat can go on a side-by-side, an ATV, and even a snowmobile. So it simplifies people’s garage,” Denys explains. Once consumers invest in this ecosystem, it creates powerful brand loyalty because switching to another brand means leaving behind a garage full of incompatible accessories. This strategy demonstrates how strategic compromise doesn’t mean lowering standards, it means finding smarter ways to deliver value. Some ideas work better as optional features than standard equipment, and recognizing that distinction separates good design leadership from perfection paralysis.

Empathy Over Aesthetics: The MoMA Scissors That Cut Nothing

Perhaps Denys’s most powerful advice centers on empathy as the designer’s primary tool. When asked what he’d tell his younger self joining BRP in 1985, he immediately responds: “I think I would tell them to learn to dissociate their taste.” Designers must become ethnographers, deeply understanding users before, during, and after their journeys. “You need to learn to be able to project yourself as that consumer. The right trade-offs for that consumer ultimately. So learning to observe or observing, yes, with your head, but with your heart is the key to discovering the right insights. And I always say to the young designers that if you can identify the right problem to solve, you’re 50% there with the solution.” This empathy uncovers non-obvious insights that competitors miss, like noticing when users bend awkwardly, squint at interfaces, or stumble while dismounting.

His most memorable example of design divorced from empathy comes from an unexpected source. “One day I was in New York City buying, and I bought a lovely pair of scissors, and it was exposed in the MoMA as an object of art.” The perfectly symmetrical scissors intrigued him, but when he tried to use them at home, “the only thing it cut is the palm of my hand.” It was beautiful but functionally useless, highlighting the danger of prioritizing aesthetics over usability. When asked what matters more than perfection, Denys offers: “Equilibrium, holistic. We need to create holistic experiences that hit all aspects in the consumer’s rational way of criticizing a product and also on the emotional side.” A consumer might initially be drawn to something beautiful, but disappointment with the overall experience means they may never return to that brand again, making holistic balance essential for long-term success.

Safety First, Launch Dates Second

In the world of recreational vehicles, safety isn’t optional. “For us, safety is not an option. Safety is a prime focus for everything that we do,” Denys states emphatically. “We always strive for safe products. So I think basically we don’t compromise on safety. You should never mess with, you should never compromise on safety.” When presented with a hypothetical scenario where competitive pressure and board expectations push for an on-time launch, but a safety feature would delay production by six months, Denys doesn’t hesitate: “I think we would rally every member of the product steering committee to postpone our start of production.” The long lifecycle of BRP products (four to ten years) outweighs short-term market pressure every time.

This philosophy extends to BRP’s approach as market disruptors and first movers. The Spyder three-wheeler family exemplifies accepting that you can’t anticipate every need upfront. “We created something to attract the 95% of the population that drives a car instead” of motorcycles, Denys explains. After launch, new needs emerged that weren’t fulfilled by the first execution, but that’s the advantage of being first: capturing insights that inform the next variant or platform. “Consumers could not have told us because the product did not exist,” he notes, demonstrating how iterative learning trumps waiting for an impossible perfection. In the rapid-fire segment, when asked to complete “Perfect is the enemy of…,” Denys responds without hesitation: “time.”

Listen to the full conversation on Design Mindset (powered by KeyShot), available every Friday, to hear more insights from one of the industry’s most decorated design leaders.

Download your Free Trial of KeyShot Here

The post After 40 Years, BRP’s Chief Design Officer Says Empathy Beats Perfection Every Time first appeared on Yanko Design.

Insta360’s Design Chief Says Your ‘Perfect’ Product is Already Too Late

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Welcome to a new creative space at Yanko Design, where we explore the minds behind the products that shape our world. We are thrilled to introduce our new podcast, Design Mindset, your weekly dive into the philosophies and frameworks that drive modern innovation. Every Friday, host Radhika Seth sits down with leaders, creators, and thinkers who are redefining their industries. In our ninth episode, we explore a fascinating concept: the invisible grid. These are the seamless systems and technologies that, when designed perfectly, fade into the background, allowing pure creativity to flourish without constraint.

Our guest for this exploration is Edward Mao, a product design lead and the head of the integrated design department at Insta360. Edward brings a global perspective to his work, having studied and lived across the US, Sweden, and Schengen. He leads teams that build the very systems millions of creators depend on daily. Insta360 is known for its groundbreaking 360-degree cameras and action cameras, particularly its “invisible selfie stick” technology, which serves as a perfect metaphor for our conversation. The best systems, like the best tools, should empower the user to the point where they are no longer thinking about the tool itself, but only about what they want to create.

Click Here to learn more about Insta360’s latest X5 Camera

The Innovator’s Mindset: Redefining the Rules of the Game

What truly separates an innovator from a follower? According to Edward, it transcends simple risk-taking and digs deep into one’s fundamental mindset. An innovator is driven by a desire to establish entirely new rules, to create categories that never existed before, and to set the benchmarks that will define the market for years to come. Their focus is on impact and purpose, a relentless pursuit of a unique vision that pushes the entire industry forward. Edward explains that this path is inherently harder, but the reward is a profound sense of satisfaction that cannot be replicated. As he puts it, “innovating makes you unique… the payoff, you can get the sense of purpose, the sense of satisfaction, right? It’s way bigger than the comfort of staying safe.” It’s a conscious choice to author the next chapter rather than simply editing a page in someone else’s book.

Conversely, the follower’s path is often a strategic one, focused on efficiency and execution. They excel at optimizing proven formulas and competing on established metrics like price and features, a strategy that allows them to catch up quickly and capture market share. However, this approach has a natural limit. Edward notes that many successful creators and companies eventually hit a “growth ceiling,” a point where the old formulas no longer yield the same results. This is the critical juncture where the question shifts from “How can we do this better?” to “What’s next?” This moment of stagnation often becomes the catalyst for a radical shift in thinking, forcing even the most dedicated follower to consider the daunting but necessary leap into the unknown territory of innovation, where the potential for true differentiation lies.

The Disappearing Act: When Great Technology Becomes Invisible

The ultimate goal of great design is to render itself invisible. This is the central philosophy Edward champions, where technology becomes so intuitive and seamless that it dissolves into the background, leaving only the user and their creative vision. The tool ceases to be an object of focus and instead becomes a natural extension of the user’s intent. Insta360’s “invisible selfie stick” is the perfect embodiment of this principle. When a creator uses it, they are not thinking about the pole in their hand or the mechanics of the software erasing it. They are thinking about capturing an impossible, drone-like shot, fully immersed in the act of creation. This is the magic moment Edward strives for, when “the tech basically disappears and the creativity takes over… that’s when you know you have built something truly invisible.” The technology becomes a silent partner, empowering the user without ever demanding their attention.

Achieving this level of invisibility is not a matter of adding more features, but of ruthless simplification and a return to first principles. Instead of asking how to build a better version of an existing product, the innovator asks what the user’s ultimate goal is and what the absolute, unchangeable constraints are. This approach fundamentally reframes the problem, steering the design process away from incremental improvements and toward breakthrough solutions that address the core need. By focusing on the “why” behind the user’s actions, designers can build tools that anticipate needs and remove friction points before they are even noticed. This frees the creator’s mind from the burden of technical problem-solving, allowing them to dedicate all their cognitive energy to what truly matters: storytelling, expression, and bringing their unique vision to life.

Paying the ‘Tuition’: The Unseen Investment of a Pioneer

Embarking on a path of true innovation is an expensive education, and as Edward suggests, the early struggles are the “tuition” paid for a future advantage that cannot be bought. Pioneering is a slow, arduous process, much like pushing a heavy flywheel. The initial effort is immense, with little visible momentum to show for it. These early phases are filled with setbacks, costly mistakes, and the constant feeling of pushing against inertia. However, this upfront investment in learning, testing, and overcoming unforeseen obstacles builds a deep well of experience-based knowledge. This hard-won wisdom becomes a strategic moat, a defensible asset that late-coming competitors cannot easily replicate. They may be able to copy the final product, but they cannot copy the years of struggle and learning that made it possible.

This pioneering journey is fueled by more than just resilience; it is powered by profound empathy. Edward emphasizes that the most insightful innovators are often their own most demanding users. They relentlessly stress-test their own creations in the messy, unpredictable real world, uncovering failure points and latent needs that would never surface in a controlled lab or a market research report. This hands-on process builds an intuitive understanding of the user experience. Furthermore, this journey requires a pragmatic acceptance of imperfection. The goal is not to launch a flawless product from day one. Instead, the strategy is to release a solid, valuable minimum viable product and then iterate relentlessly with the market. As Edward advises, “perfection comes later iteration by iteration i think it’s less scary that way.” In this model, the community of users becomes a collaborative partner in the design process, their feedback shaping the product’s evolution.

Beyond the Product: Why Sustainable Innovation Lives in Ecosystems

In today’s hyper-competitive market, a single breakthrough product is no longer enough to guarantee long-term success. A brilliant feature can be copied, a clever design can be replicated. True, durable advantage, as Edward argues, comes from building a comprehensive ecosystem around the product. This system of interconnected value is far more difficult for competitors to duplicate. For a company like Insta360, this means the camera itself is just the beginning. The real strength lies in the surrounding ecosystem: the intuitive editing software that simplifies complex workflows, the active user communities that provide support and inspiration, the extensive library of tutorials that flatten the learning curve, and the wide array of accessories that expand the product’s capabilities. This holistic approach creates a sticky, high-friction-to-exit experience that compounds the product’s value over time, turning customers into loyal advocates.

This powerful principle of ecosystem thinking is not just for large corporations; it is equally critical for individual creators striving to build a sustainable career. A viral video or a popular design is fleeting, easily lost in the endless stream of digital content. A career built on an ecosystem, however, is enduring. Edward advises creators to think beyond the next piece of content and instead focus on building systems around their work. This could manifest as developing mentorship programs to nurture emerging talent, creating collaborative workflows with other artists to cross-pollinate audiences, or productizing their expertise through workshops and digital assets. By building a network of value around their core creative output, they transform their work from a series of replaceable artifacts into a resilient, interconnected enterprise that can withstand the unpredictable shifts of trends and algorithms.

From Follower to Leader: A Practical Guide to Making the Leap

The transition from a follower to an innovator can feel like a terrifying leap into the abyss, especially when a proven formula is already paying the bills. The fear of abandoning what works is a powerful deterrent. However, Edward’s advice demystifies this process, transforming the reckless gamble into a series of calculated, manageable steps. The core principle is to de-risk innovation by starting small. Instead of betting the entire farm on an unproven idea, he advocates for experimenting on the periphery with “low-stakes side projects.” This approach allows a creator or a company to explore new technologies, test radical ideas, and build new skills without jeopardizing their main source of income or alienating their core audience. As he simply states, “start small always start small.” It’s a strategy of quiet evolution, building the future in the background while continuing to deliver consistency in the foreground.

To guide this process, Edward offers a practical three-part test to determine if an innovative idea is worth pursuing. First, can the concept be explained in a single, simple sentence? This is a test of clarity and focus, ensuring the idea isn’t convoluted. Second, does it create a unique experience that nothing else currently offers? This validates its potential for true market differentiation. And third, does it address common user complaints? This is the most crucial test, as it confirms that the innovation is solving a real, pre-existing problem, signaling a clear and unmet demand. By using this framework, innovation shifts from being a blind bet to a strategic, evidence-based pursuit. It encourages prototyping, running small user tests, and co-creating with the community, allowing the audience to help guide the direction of progress and ensuring that when you do finally push the boundaries, you bring them along with you.

To hear more about Edward’s work and his systematic approach to creativity, you can follow him at “designer mr mao” on red note and tiktok, or go check out how Insta360 is revolutionizing how we capture our world. Be sure to tune in to Design Mindset next Friday for another look into the minds shaping our creative world.

The post Insta360’s Design Chief Says Your ‘Perfect’ Product is Already Too Late first appeared on Yanko Design.

This $149 gadget is a ‘Swiss Army Knife’ for livestreamers, gamers, and designers

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The Live S arrives as Loupedeck’s first product since its acquisition by Logitech. Designed to be the smallest of the company’s streaming consoles, the Loupedeck Live S is an affordable gadget for the on-the-go livestreamer or someone looking to dip their toe into streaming, content creation, or design. With 15 haptic display buttons, 4 RGB buttons, 2 rotary knobs, and a rather affordable $149 price tag, the customizable control center is perfect for multitaskers looking to boost their productivity, or streamers/podcasters who want everything right at their fingertips.

Designer: Loupedeck

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At its core, the Loupedeck Live S is a streamlined version of its predecessors, featuring two tactile analog knobs, four physical buttons, and 15 touch-sensitive LCD squares. These elements provide a tactile and responsive experience, allowing users to adjust settings like volume, switch scenes, and toggle functions with ease and precision. The touch-sensitive buttons, although lacking physical feedback, confirm every touch with haptic feedback, enhancing the user experience.

The device, slightly larger than a typical cellphone, is compact enough to fit comfortably on any desk. Its stand, snapping securely onto the back, props it up at a convenient angle for easy access. Buttons with individual displays dynamically light up to let you know which shortcut or application they’re assigned to. The display built into each button means easily being able to switch between applications, shortcuts, and environments and having the Loupedeck adapt to the moment.

Setting up the Live S is straightforward: plug in, install the software, and you’re ready to dive into its functionalities. The graphical user interface is simple yet powerful, allowing easy drag-and-drop customization. Users can set multiple profiles and workspaces, and the device seamlessly transitions between these based on the selected application. The Loupedeck Live S supports a plethora of native plugins for popular software like OBS, Twitch, Spotify, and a range of Adobe products. Beyond these, users can also create or import custom profiles and icons for virtually any application or game, making it a highly adaptable tool for a variety of tasks.

While its primary market is streamers and content creators, the Loupedeck Live S has proven its worth in other domains. It’s been lauded for its usefulness in enhancing productivity, especially in work-from-home setups, offering quick access to frequently used functions and applications. This versatility extends to gaming and other entertainment applications, with users able to tailor the device to their specific needs.

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