Research By Nikita Samutin & Elizaveta Demchenko
‘25
State of Product Design: An Honest Conversation About the Profession
The tech industry is under pressure: mass layoffs, the rise of AI, and economic uncertainty are reshaping how we work. But what does this mean for designers?
We surveyed 340 product designers and spoke with 10 more in interviews to uncover their challenges and expectations.
We ran 10 in-depth interviews with product designers from the US, the UK, Brazil, Portugal, and other countries. Participants came from a wide range of companies—from global FAANG-level corporations to small startups.
To preserve confidentiality, company names are not disclosed. We also surveyed 340 product designers. Their responses were grouped by region. This study was co-authored with researcher Liza Demchenko to ensure both depth and objectivity.
To understand who took part, we looked at the results from two perspectives. First, by seniority: most participants were mid- and senior-level professionals.
20.1%
Lead+
47.8%
Senior
26.3%
Middle
5.9%
Junior
And second, by region: the distribution turned out to be fairly balanced between North America, Western Europe, and CIS countries.
27.9%
North America
29.9%
Western Europe
30.2%
CIS countries
12.0%
Other
Chaotic organisation is the key issue that makes the work of product designers really difficult. What is worse, this issue appears almost on every level—from daily communications to career growth within a company.
What Distracts Designers the Most
Multitasking and unpredictable communication are among the main causes of distraction and stress for product designers.
64%
of respondents said that switching between tasks distracted them
Stress isn’t just about the number of meetings. What really matters is team size—and who designers need to talk to.
How Team Size Affects Overload
As for multitasking, team size plays a clear (though not statistically significant) role. The correlation isn’t strong, but the trend is worth highlighting:
- In small teams (1–2 people), overload is a common background condition—nearly half reported experiencing it frequently.
- In mid-sized teams (3–10 people), things get worse. These teams had the highest share of designers who say they feel overwhelmed “all the time” (10.9%), compared to 7.1% in small teams and 7.9% in large ones. These teams sit in a dangerous gap: too many demands, not enough structure.
- In large teams (>10 people), the picture improves. The share of those feeling overwhelmed “often” or “constantly” drops nearly 10 percentage points, to 46.5%. Clear roles and structured processes seem to act as a buffer. Still, even in large companies, almost half of designers report frequent overload.
Who Designers Struggle to Work With
Designers feel most comfortable communicating with fellow designers and their team managers. But when we asked which teammates are the hardest to work with (n=341), the answers pointed elsewhere: external and internal stakeholders, along with marketing teams, were mentioned most often.
Clients & stakeholders
33.4%
Marketers
29.3%
Product managers
24.9%
Developers
22.6%
Art director
11.1%
Designers
6.7%
The reason for this is simple: designers tend to have regular rituals with developers and PMs—daily standups, weekly syncs, shared tools and workflows. At the same time, meetings with stakeholders and the marketing team often happens ad hoc, without shared processes or context. That’s where tension and misalignment tend to show up.
Chaotic Management & Its Consequences
Multitasking and unpredictable communication are just symptoms. The real root of overload—and the burnout that follows—is chaotic management. Roughly 95% of designers agreed it’s a serious issue.
That doesn’t mean all of them are stuck in disorganized teams right now—but it shows something even more important: clarity and structure aren’t “nice to have.” They’re a basic, foundational need. No surprise that chaotic routine results in burnout.
To understand the scale of the problem, we asked designers how many days off they need to fully recover right now (n=310). Their answers show that recovery often takes weeks rather than days:
31%
A week or less
45%
2-3 weeks
17.1%
1-2 months
6.5%
Over 3 months
Top causes of burnout
The need for recovery doesn’t vary much by region. The top three causes of burnout all point to deeper issues in the work environment (n=301):
35%
Stress and unrealistic deadlines
34%
Unclear expectations and responsibilities
31%
Toxic atmosphere and team conflict
What can help
For designers: If your environment doesn’t provide structure, try creating it for yourself. That won’t eliminate multitasking and unpredictable communication entirely, but it can protect your focus and energy.
Developing boundaries and self-management skills can make the day-to-day feel more manageable—and help protect against long-term exhaustion. Besides, bringing clarity to messy priorities doesn’t go unnoticed. Focus, precision, and the ability to ask the right questions are often what make people stand out.
For design managers: Investing in prioritization systems and transparent planning isn’t just about process hygiene. It’s a direct investment in your team’s productivity—and their long-term professional well-being.
Most designers believe they’re primarily responsible for their own growth. They know what it takes to develop—but many still don’t see real opportunities to advance.
Who’s Responsible for Professional Development
This data paints a picture of a mature, proactive professional:
75%
believe they are responsible for their own development.
86%
know that impact on business metrics is crucial for growth.
58%
say they don’t see real opportunities for career advancement.
Why Growth Gets Blocked
We asked designers why growth opportunities are missing in their companies (n=284). Their answers reveal three main barriers:
42.3%
I do have growth opportunities
37%
The company doesn’t need higher level designers
20.8%
All positions are filled
The Hidden Cost
Designers continue to take responsibility for their own growth—but when support is missing, it often backfires. Many feel overwhelmed and still take on extra tasks outside their core role. Burnout grows, not because designers lack motivation, but because they don’t see other ways to learn something new.
53%
Regularly feel overwhelmed
52%
Of them take on extra tasks
How Designers See Their Role
Frustration with routine work isn’t just a complaint—it signals a shift in professional ambition.
60%
Want to develop leadership skills
47%
Want to improve presenting ideas
For many, “leadership” doesn’t mean managing people—it means scaling influence: shaping strategy, persuading stakeholders, and leading high-impact projects. In other words, having a stronger voice in what gets built and why.
What can help
For designers: Courses are just one piece. Real growth comes from practice, reflection, internships, and mentorship. Those who approach this strategically often progress faster than those who only finish courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
Issues with Design Education
49%
of designers say design education doesn’t prepare them for real work
Many feel that existing programs don’t match their actual needs: they don’t prepare for real projects, or teach the soft and leadership skills modern teams rely on.
Despite differences in geography, language, and career stage, feedback was strikingly consistent. The three most frequently cited problems were:
- Disconnect from reality: courses feel polished but empty, offering convenience over substance.
- Weak feedback: Even in paid programs, mentors rarely dig deep; comments often feel surface-level.
- Oversaturation and early-stage frustration: Too many graduates, not enough jobs, creating an overheated entry point.
Design courses are a ready-made product for consumption. You use them and forget about them. But real knowledge is an endless process where you invest, explore, and grow.
What can help
For designers: courses are just one piece. Real growth comes from practice, reflection after rejections, internships, and mentorship. Those who approach this strategically often progress faster than those who rely only on courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
It is clear that in 2025 it is getting more difficult to find a job: the competition is still high, job search takes longer than ever, and recruiters are unwilling to provide useful feedback.
AI: Threat or Companion?
Most designers don’t see AI as a threat, but rather as a potential companion. Real-world cases of AI fully replacing a designer remain rare and fall within the margin of error.
77%
of DESIGNERS aren’t afraid that AI might replace them
That said, a lack of fear doesn’t mean ignoring the impact. Nearly half of respondents (49%) say AI has already influenced their work, and many are actively integrating new tools into their processes. This reflects the state of things in early 2025. With the pace of innovation, these views may change quickly.
I’d be thrilled if there was an AI that could lay out UI elements for me. I’d be thrilled if there was an AI that could lay out UI elements for me.
The main difficulties designers face during job search are intense competition—mentioned by more than half of respondents (57%)—and the risk of encountering toxic leadership (37.5%).
Job Search Is Slowing Down
Job searches are taking noticeably longer. Between 2021 and 2023, nearly three-quarters of product designers in Western Europe found a new job within two months. In 2024, that number dropped to just 47%. The share of longer job searches—three months or more—has doubled, from 26% to 53%. This helps explain the growing sense that “it used to be easier”—not just emotionally, but backed by data.
To get a clearer picture, we asked designers how long it took them to find their most recent job (n=310). Their answers show that while a third managed to find a role in under a month, almost as many needed three months or more.
33.4%
< 1 months
23.5%
1-2 months
18.5%
3-4 months
15.5%
5+ months
Western Europe: The Sharpest Shift
In Western Europe specifically, based on responses from 102 designers, the change looks much sharper. In 2021–2023, most found jobs in under two months. By 2024, longer searches of three months or more had already become the majority.
< 2 months
74%
> 3 months
26%
2021-23
< 2 months
47%
> 3 months
53%
2024
Across regions the pattern is similar: hiring timelines have grown longer, and uncertainty has become the norm.
The Most Energy-Draining Stages
But the challenge doesn’t end once you land an interview. We asked designers which interview stages were the most challenging during their last job search (n=279). The responses point to stages that require the most effort—like practical tasks and whiteboard sessions—often without providing useful feedback in return.
What’s seen as a systemic problem is the lack of feedback. Only 9% of respondents felt they received enough of it, while a third (35%) said they didn’t get any at all. This directly affects how candidates perceive companies: 59% said the absence of feedback made their opinion of the company worse.
Almost half of respondents also mentioned struggling with a lack of experience in a specific industry—like fintech. This adds another layer of uncertainty and undermines candidates’ confidence during interviews.
The survey confirms: job hunting in design remains a demanding process, full of uncertainty. In such conditions, clear hiring processes and basic respect for candidates matter. For companies, this is a reputation issue; for designers, it’s a way to stay grounded.
Still, candidates aren’t powerless. Domain expertise is one lever. Side projects, consulting work, or writing in a relevant field not only make portfolios stronger—they also help designers feel more confident.
This research shows that product design is not just a craft or a career—it’s a complex system. Personal motivation often runs into structural barriers, and professional awareness alone isn’t enough for growth.
One clear takeaway: the problems designers face are systemic. They appear across regions, company sizes, and team structures—and they can’t be solved overnight or by individual effort alone.
Real change takes work on multiple levels: designers improving how they navigate their environment; leaders investing in healthier team dynamics; and the broader community creating space for open, honest conversations.
We may not solve everything at once, but we can keep moving—toward a more sustainable, more mature profession.
Research By Nikita Samutin & Elizaveta Demchenko
‘25
State of Product Design: An Honest Conversation About the Profession
The tech industry is under pressure: mass layoffs, the rise of AI, and economic uncertainty are reshaping how we work. But what does this mean for designers?
We surveyed 340 product designers and spoke with 10 more in interviews to uncover their challenges and expectations.
We ran 10 in-depth interviews with product designers from the US, the UK, Brazil, Portugal, and other countries. Participants came from a wide range of companies—from global FAANG-level corporations to small startups.
To preserve confidentiality, company names are not disclosed. We also surveyed 340 product designers. Their responses were grouped by region. This study was co-authored with researcher Liza Demchenko to ensure both depth and objectivity.
To understand who took part, we looked at the results from two perspectives. First, by seniority: most participants were mid- and senior-level professionals.
20.1%
Lead+
47.8%
Senior
26.3%
Middle
5.9%
Junior
And second, by region: the distribution turned out to be fairly balanced between North America, Western Europe, and CIS countries.
27.9%
North America
29.9%
Western Europe
30.2%
CIS countries
12.0%
Other
Chaotic organisation is the key issue that makes the work of product designers really difficult. What is worse, this issue appears almost on every level—from daily communications to career growth within a company.
What Distracts Designers the Most
Multitasking and unpredictable communication are among the main causes of distraction and stress for product designers.
64%
of respondents said that switching between tasks distracted them
Stress isn’t just about the number of meetings. What really matters is team size—and who designers need to talk to.
How Team Size Affects Overload
As for multitasking, team size plays a clear (though not statistically significant) role. The correlation isn’t strong, but the trend is worth highlighting:
- In small teams (1–2 people), overload is a common background condition—nearly half reported experiencing it frequently.
- In mid-sized teams (3–10 people), things get worse. These teams had the highest share of designers who say they feel overwhelmed “all the time” (10.9%), compared to 7.1% in small teams and 7.9% in large ones. These teams sit in a dangerous gap: too many demands, not enough structure.
- In large teams (>10 people), the picture improves. The share of those feeling overwhelmed “often” or “constantly” drops nearly 10 percentage points, to 46.5%. Clear roles and structured processes seem to act as a buffer. Still, even in large companies, almost half of designers report frequent overload.
Who Designers Struggle to Work With
Designers feel most comfortable communicating with fellow designers and their team managers. But when we asked which teammates are the hardest to work with (n=341), the answers pointed elsewhere: external and internal stakeholders, along with marketing teams, were mentioned most often.
Clients & stakeholders
33.4%
Marketers
29.3%
Product managers
24.9%
Developers
22.6%
Art director
11.1%
Designers
6.7%
The reason for this is simple: designers tend to have regular rituals with developers and PMs—daily standups, weekly syncs, shared tools and workflows. At the same time, meetings with stakeholders and the marketing team often happens ad hoc, without shared processes or context. That’s where tension and misalignment tend to show up.
Chaotic Management & Its Consequences
Multitasking and unpredictable communication are just symptoms. The real root of overload—and the burnout that follows—is chaotic management. Roughly 95% of designers agreed it’s a serious issue.
That doesn’t mean all of them are stuck in disorganized teams right now—but it shows something even more important: clarity and structure aren’t “nice to have.” They’re a basic, foundational need. No surprise that chaotic routine results in burnout.
To understand the scale of the problem, we asked designers how many days off they need to fully recover right now (n=310). Their answers show that recovery often takes weeks rather than days:
31%
A week or less
45%
2-3 weeks
17.1%
1-2 months
6.5%
Over 3 months
Top causes of burnout
The need for recovery doesn’t vary much by region. The top three causes of burnout all point to deeper issues in the work environment (n=301):
35%
Stress and unrealistic deadlines
34%
Unclear expectations and responsibilities
31%
Toxic atmosphere and team conflict
What can help
For designers: If your environment doesn’t provide structure, try creating it for yourself. That won’t eliminate multitasking and unpredictable communication entirely, but it can protect your focus and energy.
Developing boundaries and self-management skills can make the day-to-day feel more manageable—and help protect against long-term exhaustion. Besides, bringing clarity to messy priorities doesn’t go unnoticed. Focus, precision, and the ability to ask the right questions are often what make people stand out.
For design managers: Investing in prioritization systems and transparent planning isn’t just about process hygiene. It’s a direct investment in your team’s productivity—and their long-term professional well-being.
Most designers believe they’re primarily responsible for their own growth. They know what it takes to develop—but many still don’t see real opportunities to advance.
Who’s Responsible for Professional Development
This data paints a picture of a mature, proactive professional:
75%
believe they are responsible for their own development.
86%
know that impact on business metrics is crucial for growth.
58%
say they don’t see real opportunities for career advancement.
Why Growth Gets Blocked
We asked designers why growth opportunities are missing in their companies (n=284). Their answers reveal three main barriers:
42.3%
I do have growth opportunities
37%
The company doesn’t need higher level designers
20.8%
All positions are filled
The Hidden Cost
Designers continue to take responsibility for their own growth—but when support is missing, it often backfires. Many feel overwhelmed and still take on extra tasks outside their core role. Burnout grows, not because designers lack motivation, but because they don’t see other ways to learn something new.
53%
Regularly feel overwhelmed
52%
Of them take on extra tasks
How Designers See Their Role
Frustration with routine work isn’t just a complaint—it signals a shift in professional ambition.
60%
Want to develop leadership skills
47%
Want to improve presenting ideas
For many, “leadership” doesn’t mean managing people—it means scaling influence: shaping strategy, persuading stakeholders, and leading high-impact projects. In other words, having a stronger voice in what gets built and why.
What can help
For designers: Courses are just one piece. Real growth comes from practice, reflection, internships, and mentorship. Those who approach this strategically often progress faster than those who only finish courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
Issues with Design Education
49%
of designers say design education doesn’t prepare them for real work
Many feel that existing programs don’t match their actual needs: they don’t prepare for real projects, or teach the soft and leadership skills modern teams rely on.
Despite differences in geography, language, and career stage, feedback was strikingly consistent. The three most frequently cited problems were:
- Disconnect from reality: courses feel polished but empty, offering convenience over substance.
- Weak feedback: Even in paid programs, mentors rarely dig deep; comments often feel surface-level.
- Oversaturation and early-stage frustration: Too many graduates, not enough jobs, creating an overheated entry point.
Design courses are a ready-made product for consumption. You use them and forget about them. But real knowledge is an endless process where you invest, explore, and grow.
What can help
For designers: courses are just one piece. Real growth comes from practice, reflection after rejections, internships, and mentorship. Those who approach this strategically often progress faster than those who rely only on courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
It is clear that in 2025 it is getting more difficult to find a job: the competition is still high, job search takes longer than ever, and recruiters are unwilling to provide useful feedback.
AI: Threat or Companion?
Most designers don’t see AI as a threat, but rather as a potential companion. Real-world cases of AI fully replacing a designer remain rare and fall within the margin of error.
77%
of DESIGNERS aren’t afraid that AI might replace them
That said, a lack of fear doesn’t mean ignoring the impact. Nearly half of respondents (49%) say AI has already influenced their work, and many are actively integrating new tools into their processes. This reflects the state of things in early 2025. With the pace of innovation, these views may change quickly.
I’d be thrilled if there was an AI that could lay out UI elements for me. I’d be thrilled if there was an AI that could lay out UI elements for me.
The main difficulties designers face during job search are intense competition—mentioned by more than half of respondents (57%)—and the risk of encountering toxic leadership (37.5%).
Job Search Is Slowing Down
Job searches are taking noticeably longer. Between 2021 and 2023, nearly three-quarters of product designers in Western Europe found a new job within two months. In 2024, that number dropped to just 47%. The share of longer job searches—three months or more—has doubled, from 26% to 53%. This helps explain the growing sense that “it used to be easier”—not just emotionally, but backed by data.
To get a clearer picture, we asked designers how long it took them to find their most recent job (n=310). Their answers show that while a third managed to find a role in under a month, almost as many needed three months or more.
33.4%
< 1 months
23.5%
1-2 months
18.5%
3-4 months
15.5%
5+ months
Western Europe: The Sharpest Shift
In Western Europe specifically, based on responses from 102 designers, the change looks much sharper. In 2021–2023, most found jobs in under two months. By 2024, longer searches of three months or more had already become the majority.
< 2 months
74%
> 3 months
26%
2021-23
< 2 months
47%
> 3 months
53%
2024
Across regions the pattern is similar: hiring timelines have grown longer, and uncertainty has become the norm.
The Most Energy-Draining Stages
But the challenge doesn’t end once you land an interview. We asked designers which interview stages were the most challenging during their last job search (n=279). The responses point to stages that require the most effort—like practical tasks and whiteboard sessions—often without providing useful feedback in return.
What’s seen as a systemic problem is the lack of feedback. Only 9% of respondents felt they received enough of it, while a third (35%) said they didn’t get any at all. This directly affects how candidates perceive companies: 59% said the absence of feedback made their opinion of the company worse.
Almost half of respondents also mentioned struggling with a lack of experience in a specific industry—like fintech. This adds another layer of uncertainty and undermines candidates’ confidence during interviews.
The survey confirms: job hunting in design remains a demanding process, full of uncertainty. In such conditions, clear hiring processes and basic respect for candidates matter. For companies, this is a reputation issue; for designers, it’s a way to stay grounded.
Still, candidates aren’t powerless. Domain expertise is one lever. Side projects, consulting work, or writing in a relevant field not only make portfolios stronger—they also help designers feel more confident.
This research shows that product design is not just a craft or a career—it’s a complex system. Personal motivation often runs into structural barriers, and professional awareness alone isn’t enough for growth.
One clear takeaway: the problems designers face are systemic. They appear across regions, company sizes, and team structures—and they can’t be solved overnight or by individual effort alone.
Real change takes work on multiple levels: designers improving how they navigate their environment; leaders investing in healthier team dynamics; and the broader community creating space for open, honest conversations.
We may not solve everything at once, but we can keep moving—toward a more sustainable, more mature profession.
Research By Nikita Samutin & Elizaveta Demchenko
‘25
State of Product Design: An Honest Conversation About the Profession
The tech industry is under pressure: mass layoffs, the rise of AI, and economic uncertainty are reshaping how we work. But what does this mean for designers?
We surveyed 340 product designers and spoke with 10 more in interviews to uncover their challenges and expectations.
We ran 10 in-depth interviews with product designers from the US, the UK, Brazil, Portugal, and other countries. Participants came from a wide range of companies—from global FAANG-level corporations to small startups.
To preserve confidentiality, company names are not disclosed. We also surveyed 340 product designers. Their responses were grouped by region. This study was co-authored with researcher Liza Demchenko to ensure both depth and objectivity.
To understand who took part, we looked at the results from two perspectives. First, by seniority: most participants were mid- and senior-level professionals.
20.1%
Lead+
47.8%
Senior
26.3%
Middle
5.9%
Junior
And second, by region: the distribution turned out to be fairly balanced between North America, Western Europe, and CIS countries.
27.9%
North America
29.9%
Western Europe
30.2%
CIS countries
12.0%
Other
Chaotic organisation is the key issue that makes the work of product designers really difficult. What is worse, this issue appears almost on every level—from daily communications to career growth within a company.
What Distracts Designers the Most
Multitasking and unpredictable communication are among the main causes of distraction and stress for product designers.
64%
of respondents said that switching between tasks distracted them
Stress isn’t just about the number of meetings. What really matters is team size—and who designers need to talk to.
How Team Size Affects Overload
As for multitasking, team size plays a clear (though not statistically significant) role. The correlation isn’t strong, but the trend is worth highlighting:
- In small teams (1–2 people), overload is a common background condition—nearly half reported experiencing it frequently.
- In mid-sized teams (3–10 people), things get worse. These teams had the highest share of designers who say they feel overwhelmed “all the time” (10.9%), compared to 7.1% in small teams and 7.9% in large ones. These teams sit in a dangerous gap: too many demands, not enough structure.
- In large teams (>10 people), the picture improves. The share of those feeling overwhelmed “often” or “constantly” drops nearly 10 percentage points, to 46.5%. Clear roles and structured processes seem to act as a buffer. Still, even in large companies, almost half of designers report frequent overload.
Who Designers Struggle to Work With
Designers feel most comfortable communicating with fellow designers and their team managers. But when we asked which teammates are the hardest to work with (n=341), the answers pointed elsewhere: external and internal stakeholders, along with marketing teams, were mentioned most often.
Clients & stakeholders
33.4%
Marketers
29.3%
Product managers
24.9%
Developers
22.6%
Art director
11.1%
Designers
6.7%
The reason for this is simple: designers tend to have regular rituals with developers and PMs—daily standups, weekly syncs, shared tools and workflows. At the same time, meetings with stakeholders and the marketing team often happens ad hoc, without shared processes or context. That’s where tension and misalignment tend to show up.
Chaotic Management & Its Consequences
Multitasking and unpredictable communication are just symptoms. The real root of overload—and the burnout that follows—is chaotic management. Roughly 95% of designers agreed it’s a serious issue.
That doesn’t mean all of them are stuck in disorganized teams right now—but it shows something even more important: clarity and structure aren’t “nice to have.” They’re a basic, foundational need. No surprise that chaotic routine results in burnout.
To understand the scale of the problem, we asked designers how many days off they need to fully recover right now (n=310). Their answers show that recovery often takes weeks rather than days:
31%
A week or less
45%
2-3 weeks
17.1%
1-2 months
6.5%
Over 3 months
Top causes of burnout
The need for recovery doesn’t vary much by region. The top three causes of burnout all point to deeper issues in the work environment (n=301):
35%
Stress and unrealistic deadlines
34%
Unclear expectations and responsibilities
31%
Toxic atmosphere and team conflict
What can help
For designers: If your environment doesn’t provide structure, try creating it for yourself. That won’t eliminate multitasking and unpredictable communication entirely, but it can protect your focus and energy.
Developing boundaries and self-management skills can make the day-to-day feel more manageable—and help protect against long-term exhaustion. Besides, bringing clarity to messy priorities doesn’t go unnoticed. Focus, precision, and the ability to ask the right questions are often what make people stand out.
For design managers: Investing in prioritization systems and transparent planning isn’t just about process hygiene. It’s a direct investment in your team’s productivity—and their long-term professional well-being.
Most designers believe they’re primarily responsible for their own growth. They know what it takes to develop—but many still don’t see real opportunities to advance.
Who’s Responsible for Professional Development
This data paints a picture of a mature, proactive professional:
75%
believe they are responsible for their own development.
86%
know that impact on business metrics is crucial for growth.
58%
say they don’t see real opportunities for career advancement.
Why Growth Gets Blocked
We asked designers why growth opportunities are missing in their companies (n=284). Their answers reveal three main barriers:
42.3%
I do have growth opportunities
37%
The company doesn’t need higher level designers
20.8%
All positions are filled
The Hidden Cost
Designers continue to take responsibility for their own growth—but when support is missing, it often backfires. Many feel overwhelmed and still take on extra tasks outside their core role. Burnout grows, not because designers lack motivation, but because they don’t see other ways to learn something new.
53%
Regularly feeloverwhelmed
52%
Of them take on extra tasks
How Designers See Their Role
Frustration with routine work isn’t just a complaint—it signals a shift in professional ambition.
60%
Want to develop leadership skills
47%
Want to improve presenting ideas
For many, “leadership” doesn’t mean managing people—it means scaling influence: shaping strategy, persuading stakeholders, and leading high-impact projects. In other words, having a stronger voice in what gets built and why.
What can help
For designers: Courses are just one piece. Real growth comes from practice, reflection, internships, and mentorship. Those who approach this strategically often progress faster than those who only finish courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
Issues with Design Education
49%
of designers say design education doesn’t prepare them for real work
Many feel that existing programs don’t match their actual needs: they don’t prepare for real projects, or teach the soft and leadership skills modern teams rely on.
Despite differences in geography, language, and career stage, feedback was strikingly consistent. The three most frequently cited problems were:
- Disconnect from reality: courses feel polished but empty, offering convenience over substance.
- Weak feedback: Even in paid programs, mentors rarely dig deep; comments often feel surface-level.
- Oversaturation and early-stage frustration: Too many graduates, not enough jobs, creating an overheated entry point.
Design courses are a ready-made product for consumption. You use them and forget about them. But real knowledge is an endless process where you invest, explore, and grow.
What can help
For designers: courses are just one piece. Real growth comes from practice, reflection after rejections, internships, and mentorship. Those who approach this strategically often progress faster than those who rely only on courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
It is clear that in 2025 it is getting more difficult to find a job: the competition is still high, job search takes longer than ever, and recruiters are unwilling to provide useful feedback.
AI: Threat or Companion?
Most designers don’t see AI as a threat, but rather as a potential companion. Real-world cases of AI fully replacing a designer remain rare and fall within the margin of error.
77%
of DESIGNERS aren’t afraid that AI might replace them
That said, a lack of fear doesn’t mean ignoring the impact. Nearly half of respondents (49%) say AI has already influenced their work, and many are actively integrating new tools into their processes. This reflects the state of things in early 2025. With the pace of innovation, these views may change quickly.
I’d be thrilled if there was an AI that could lay out UI elements for me. I’d be thrilled if there was an AI that could lay out UI elements for me.
The main difficulties designers face during job search are intense competition—mentioned by more than half of respondents (57%)—and the risk of encountering toxic leadership (37.5%).
Job Search Is Slowing Down
Job searches are taking noticeably longer. Between 2021 and 2023, nearly three-quarters of product designers in Western Europe found a new job within two months. In 2024, that number dropped to just 47%. The share of longer job searches—three months or more—has doubled, from 26% to 53%. This helps explain the growing sense that “it used to be easier”—not just emotionally, but backed by data.
To get a clearer picture, we asked designers how long it took them to find their most recent job (n=310). Their answers show that while a third managed to find a role in under a month, almost as many needed three months or more.
33.4%
< 1 months
23.5%
1-2 months
18.5%
3-4 months
15.5%
5+ months
Western Europe: The Sharpest Shift
In Western Europe specifically, based on responses from 102 designers, the change looks much sharper. In 2021–2023, most found jobs in under two months. By 2024, longer searches of three months or more had already become the majority.
< 2 months
74%
> 3 months
26%
2021-23
< 2 months
47%
> 3 months
53%
2024
Across regions the pattern is similar: hiring timelines have grown longer, and uncertainty has become the norm.
The Most Energy-Draining Stages
But the challenge doesn’t end once you land an interview. We asked designers which interview stages were the most challenging during their last job search (n=279). The responses point to stages that require the most effort—like practical tasks and whiteboard sessions—often without providing useful feedback in return.
What’s seen as a systemic problem is the lack of feedback. Only 9% of respondents felt they received enough of it, while a third (35%) said they didn’t get any at all. This directly affects how candidates perceive companies: 59% said the absence of feedback made their opinion of the company worse.
Almost half of respondents also mentioned struggling with a lack of experience in a specific industry—like fintech. This adds another layer of uncertainty and undermines candidates’ confidence during interviews.
The survey confirms: job hunting in design remains a demanding process, full of uncertainty. In such conditions, clear hiring processes and basic respect for candidates matter. For companies, this is a reputation issue; for designers, it’s a way to stay grounded.
Still, candidates aren’t powerless. Domain expertise is one lever. Side projects, consulting work, or writing in a relevant field not only make portfolios stronger—they also help designers feel more confident.
This research shows that product design is not just a craft or a career—it’s a complex system. Personal motivation often runs into structural barriers, and professional awareness alone isn’t enough for growth.
One clear takeaway: the problems designers face are systemic. They appear across regions, company sizes, and team structures—and they can’t be solved overnight or by individual effort alone.
Real change takes work on multiple levels: designers improving how they navigate their environment; leaders investing in healthier team dynamics; and the broader community creating space for open, honest conversations.
We may not solve everything at once, but we can keep moving—toward a more sustainable, more mature profession.
The tech industry is under pressure: mass layoffs, the rise of AI, and economic uncertainty are reshaping how we work. But what does this mean for designers?
We surveyed 340 product designers and spoke with 10 more in interviews to uncover their challenges and expectations.
Research By Nikita Samutin & Elizaveta Demchenko
State of Product Design:An Honest Conversation About the Profession
‘25
We ran 10 in-depth interviews with product designers from the US, the UK, Brazil, Portugal, and other countries. Participants came from a wide range of companies—from global FAANG-level corporations to small startups.
To preserve confidentiality, company names are not disclosed. We also surveyed 340 product designers. Their responses were grouped by region. This study was co-authored with researcher Liza Demchenko to ensure both depth and objectivity.
To understand who took part, we looked at the results from two perspectives. First, by seniority: most participants were mid- and senior-level professionals.
20.1%
Lead+
47.8%
Senior
26.3%
Middle
5.9%
Junior
And second, by region: the distribution turned out to be fairly balanced between North America, Western Europe, and CIS countries.
27.9%
North America
29.9%
Western Europe
30.2%
CIS countries
12.0%
Other
Chaotic organisation is the key issue that makes the work of product designers really difficult. What is worse, this issue appears almost on every level—from daily communications to career growth within a company.
What Distracts Designers the Most
Multitasking and unpredictable communication are among the main causes of distraction and stress for product designers.
64%
of respondents said that switching between tasks distracted them
Stress isn’t just about the number of meetings. What really matters is team size—and who designers need to talk to.
How Team Size Affects Overload
As for multitasking, team size plays a clear (though not statistically significant) role. The correlation isn’t strong, but the trend is worth highlighting:
- In small teams (1–2 people), overload is a common background condition—nearly half reported experiencing it frequently.
- In mid-sized teams (3–10 people), things get worse. These teams had the highest share of designers who say they feel overwhelmed “all the time” (10.9%), compared to 7.1% in small teams and 7.9% in large ones. These teams sit in a dangerous gap: too many demands, not enough structure.
- In large teams (>10 people), the picture improves. The share of those feeling overwhelmed “often” or “constantly” drops nearly 10 percentage points, to 46.5%. Clear roles and structured processes seem to act as a buffer. Still, even in large companies, almost half of designers report frequent overload.
Who Designers Struggle to Work With
Designers feel most comfortable communicating with fellow designers and their team managers. But when we asked which teammates are the hardest to work with (n=341), the answers pointed elsewhere: external and internal stakeholders, along with marketing teams, were mentioned most often.
Clients & stakeholders
33.4%
Marketers
29.3%
Product managers
24.9%
Developers
22.6%
Art director
11.1%
Designers
6.7%
The reason for this is simple: designers tend to have regular rituals with developers and PMs—daily standups, weekly syncs, shared tools and workflows. At the same time, meetings with stakeholders and the marketing team often happens ad hoc, without shared processes or context. That’s where tension and misalignment tend to show up.
Chaotic Management & Its Consequences
Multitasking and unpredictable communication are just symptoms. The real root of overload—and the burnout that follows—is chaotic management. Roughly 95% of designers agreed it’s a serious issue.
That doesn’t mean all of them are stuck in disorganized teams right now—but it shows something even more important: clarity and structure aren’t “nice to have.” They’re a basic, foundational need. No surprise that chaotic routine results in burnout.
To understand the scale of the problem, we asked designers how many days off they need to fully recover right now (n=310). Their answers show that recovery often takes weeks rather than days:
31%
A week or less
45%
2-3 weeks
17.1%
1-2 months
6.5%
Over 3 months
Top causes of burnout
The need for recovery doesn’t vary much by region. The top three causes of burnout all point to deeper issues in the work environment (n=301):
35%
Stress and unrealistic deadlines
34%
Unclear expectations and responsibilities
31%
Toxic atmosphere and team conflict
What can help
For designers: If your environment doesn’t provide structure, try creating it for yourself. That won’t eliminate multitasking and unpredictable communication entirely, but it can protect your focus and energy.
Developing boundaries and self-management skills can make the day-to-day feel more manageable—and help protect against long-term exhaustion. Besides, bringing clarity to messy priorities doesn’t go unnoticed. Focus, precision, and the ability to ask the right questions are often what make people stand out.
For design managers: Investing in prioritization systems and transparent planning isn’t just about process hygiene. It’s a direct investment in your team’s productivity—and their long-term professional well-being.
Most designers believe they’re primarily responsible for their own growth. They know what it takes to develop—but many still don’t see real opportunities to advance.
Who’s Responsible for Professional Development
This data paints a picture of a mature, proactive professional:
75%
believe they are responsible for their own development.
86%
know that impact on business metrics is crucial for growth.
58%
say they don’t see real opportunities for career advancement.
Why Growth Gets Blocked
We asked designers why growth opportunities are missing in their companies (n=284). Their answers reveal three main barriers:
42.3%
I do have growth opportunities
37%
The company doesn’t need higher level designers
20.8%
All positions are filled
The Hidden Cost
Designers continue to take responsibility for their own growth—but when support is missing, it often backfires. Many feel overwhelmed and still take on extra tasks outside their core role. Burnout grows, not because designers lack motivation, but because they don’t see other ways to learn something new.
53%
Regularly feel overwhelmed
52%
Of them take on extra tasks
How Designers See Their Role
Frustration with routine work isn’t just a complaint—it signals a shift in professional ambition.
60%
Want to develop leadership skills
47%
Want to improve presenting ideas
For many, “leadership” doesn’t mean managing people—it means scaling influence: shaping strategy, persuading stakeholders, and leading high-impact projects. In other words, having a stronger voice in what gets built and why.
What can help
For designers: Courses are just one piece. Real growth comes from practice, reflection, internships, and mentorship. Those who approach this strategically often progress faster than those who only finish courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
Issues with Design Education
49%
of designers say design education doesn’t prepare them for real work
Many feel that existing programs don’t match their actual needs: they don’t prepare for real projects, or teach the soft and leadership skills modern teams rely on.
Despite differences in geography, language, and career stage, feedback was strikingly consistent. The three most frequently cited problems were:
- Disconnect from reality: courses feel polished but empty, offering convenience over substance.
- Weak feedback: Even in paid programs, mentors rarely dig deep; comments often feel surface-level.
- Oversaturation and early-stage frustration: Too many graduates, not enough jobs, creating an overheated entry point.
Design courses are a ready-made product for consumption. You use them and forget about them. But real knowledge is an endless process where you invest, explore, and grow.
What can help
For designers: courses are just one piece. Real growth comes from practice, reflection after rejections, internships, and mentorship. Those who approach this strategically often progress faster than those who rely only on courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
It is clear that in 2025 it is getting more difficult to find a job: the competition is still high, job search takes longer than ever, and recruiters are unwilling to provide useful feedback.
AI: Threat or Companion?
Most designers don’t see AI as a threat, but rather as a potential companion. Real-world cases of AI fully replacing a designer remain rare and fall within the margin of error.
77%
of DESIGNERS aren’t afraid that AI might replace them
That said, a lack of fear doesn’t mean ignoring the impact. Nearly half of respondents (49%) say AI has already influenced their work, and many are actively integrating new tools into their processes. This reflects the state of things in early 2025. With the pace of innovation, these views may change quickly.
I’d be thrilled if there was an AI that could lay out UI elements for me. I’d be thrilled if there was an AI that could lay out UI elements for me.
The main difficulties designers face during job search are intense competition—mentioned by more than half of respondents (57%)—and the risk of encountering toxic leadership (37.5%).
Job Search Is Slowing Down
Job searches are taking noticeably longer. Between 2021 and 2023, nearly three-quarters of product designers in Western Europe found a new job within two months. In 2024, that number dropped to just 47%. The share of longer job searches—three months or more—has doubled, from 26% to 53%. This helps explain the growing sense that “it used to be easier”—not just emotionally, but backed by data.
To get a clearer picture, we asked designers how long it took them to find their most recent job (n=310). Their answers show that while a third managed to find a role in under a month, almost as many needed three months or more.
33.4%
< 1 months
23.5%
1-2 months
18.5%
3-4 months
15.5%
5+ months
Western Europe: The Sharpest Shift
In Western Europe specifically, based on responses from 102 designers, the change looks much sharper. In 2021–2023, most found jobs in under two months. By 2024, longer searches of three months or more had already become the majority.
< 2 months
74%
> 3 months
26%
2021-23
< 2 months
47%
> 3 months
53%
2024
Across regions the pattern is similar: hiring timelines have grown longer, and uncertainty has become the norm.
The Most Energy-Draining Stages
But the challenge doesn’t end once you land an interview. We asked designers which interview stages were the most challenging during their last job search (n=279). The responses point to stages that require the most effort—like practical tasks and whiteboard sessions—often without providing useful feedback in return.
What’s seen as a systemic problem is the lack of feedback. Only 9% of respondents felt they received enough of it, while a third (35%) said they didn’t get any at all. This directly affects how candidates perceive companies: 59% said the absence of feedback made their opinion of the company worse.
Almost half of respondents also mentioned struggling with a lack of experience in a specific industry—like fintech. This adds another layer of uncertainty and undermines candidates’ confidence during interviews.
The survey confirms: job hunting in design remains a demanding process, full of uncertainty. In such conditions, clear hiring processes and basic respect for candidates matter. For companies, this is a reputation issue; for designers, it’s a way to stay grounded.
Still, candidates aren’t powerless. Domain expertise is one lever. Side projects, consulting work, or writing in a relevant field not only make portfolios stronger—they also help designers feel more confident.
This research shows that product design is not just a craft or a career—it’s a complex system. Personal motivation often runs into structural barriers, and professional awareness alone isn’t enough for growth.
One clear takeaway: the problems designers face are systemic. They appear across regions, company sizes, and team structures—and they can’t be solved overnight or by individual effort alone.
Real change takes work on multiple levels: designers improving how they navigate their environment; leaders investing in healthier team dynamics; and the broader community creating space for open, honest conversations.
We may not solve everything at once, but we can keep moving—toward a more sustainable, more mature profession.
The tech industry is under pressure: mass layoffs, the rise of AI, and economic uncertainty are reshaping how we work. But what does this mean for designers? We surveyed 340 product designers and spoke with 10 more in interviews to uncover their challenges and expectations.
Research By Nikita Samutin & Elizaveta Demchenko
State of Product Design: An Honest Conversation About the Profession
‘25
We ran 10 in-depth interviews with product designers from the US, the UK, Brazil, Portugal, and other countries. Participants came from a wide range of companies—from global FAANG-level corporations to small startups.
To preserve confidentiality, company names are not disclosed. We also surveyed 340 product designers. Their responses were grouped by region. This study was co-authored with researcher Liza Demchenko to ensure both depth and objectivity.
To understand who took part, we looked at the results from two perspectives. First, by seniority: most participants were mid- and senior-level professionals.
20.1%
Lead+
47.8%
Senior
26.3%
Middle
5.9%
Junior
And second, by region: the distribution turned out to be fairly balanced between North America, Western Europe, and CIS countries.
27.9%
North America
29.9%
Western Europe
30.2%
CIS countries
12.0%
Other
Chaotic organisation is the key issue that makes the work of product designers really difficult. What is worse, this issue appears almost on every level—from daily communications to career growth within a company.
What Distracts Designers the Most
Multitasking and unpredictable communication are among the main causes of distraction and stress for product designers.
64%
of respondents said that switching between tasks distracted them
Stress isn’t just about the number of meetings. What really matters is team size—and who designers need to talk to.
How Team Size Affects Overload
As for multitasking, team size plays a clear (though not statistically significant) role. The correlation isn’t strong, but the trend is worth highlighting:
- In small teams (1–2 people), overload is a common background condition—nearly half reported experiencing it frequently.
- In mid-sized teams (3–10 people), things get worse. These teams had the highest share of designers who say they feel overwhelmed “all the time” (10.9%), compared to 7.1% in small teams and 7.9% in large ones. These teams sit in a dangerous gap: too many demands, not enough structure.
- In large teams (>10 people), the picture improves. The share of those feeling overwhelmed “often” or “constantly” drops nearly 10 percentage points, to 46.5%. Clear roles and structured processes seem to act as a buffer. Still, even in large companies, almost half of designers report frequent overload.
Who Designers Struggle to Work With
Designers feel most comfortable communicating with fellow designers and their team managers. But when we asked which teammates are the hardest to work with (n=341), the answers pointed elsewhere: external and internal stakeholders, along with marketing teams, were mentioned most often.
Clients & stakeholders
33.4%
Marketers
29.3%
Product managers
24.9%
Developers
22.6%
Art director
11.1%
Designers
6.7%
The reason for this is simple: designers tend to have regular rituals with developers and PMs—daily standups, weekly syncs, shared tools and workflows. At the same time, meetings with stakeholders and the marketing team often happens ad hoc, without shared processes or context. That’s where tension and misalignment tend to show up.
Chaotic Management & Its Consequences
Multitasking and unpredictable communication are just symptoms. The real root of overload—and the burnout that follows—is chaotic management. Roughly 95% of designers agreed it’s a serious issue.
That doesn’t mean all of them are stuck in disorganized teams right now—but it shows something even more important: clarity and structure aren’t “nice to have.” They’re a basic, foundational need. No surprise that chaotic routine results in burnout.
To understand the scale of the problem, we asked designers how many days off they need to fully recover right now (n=310). Their answers show that recovery often takes weeks rather than days:
31%
A week or less
45%
2-3 weeks
17.1%
1-2 months
6.5%
Over 3 months
Top causes of burnout
The need for recovery doesn’t vary much by region. The top three causes of burnout all point to deeper issues in the work environment (n=301):
35%
Stress and unrealistic deadlines
34%
Unclear expectations and responsibilities
31%
Toxic atmosphere and team conflict
What can help
For designers: If your environment doesn’t provide structure, try creating it for yourself. That won’t eliminate multitasking and unpredictable communication entirely, but it can protect your focus and energy.
Developing boundaries and self-management skills can make the day-to-day feel more manageable—and help protect against long-term exhaustion. Besides, bringing clarity to messy priorities doesn’t go unnoticed. Focus, precision, and the ability to ask the right questions are often what make people stand out.
For design managers: Investing in prioritization systems and transparent planning isn’t just about process hygiene. It’s a direct investment in your team’s productivity—and their long-term professional well-being.
Most designers believe they’re primarily responsible for their own growth. They know what it takes to develop—but many still don’t see real opportunities to advance.
Who’s Responsible for Professional Development
This data paints a picture of a mature, proactive professional:
75%
believe they are responsible for their own development.
86%
know that impact on business metrics is crucial for growth.
58%
say they don’t see real opportunities for career advancement.
Why Growth Gets Blocked
We asked designers why growth opportunities are missing in their companies (n=284). Their answers reveal three main barriers:
42.3%
I do have growth opportunities
37%
The company doesn’t need higher level designers
20.8%
All positions are filled
The Hidden Cost
Designers continue to take responsibility for their own growth—but when support is missing, it often backfires. Many feel overwhelmed and still take on extra tasks outside their core role. Burnout grows, not because designers lack motivation, but because they don’t see other ways to learn something new.
53%
Regularly feel overwhelmed
52%
Of them take on extra tasks
How Designers See Their Role
Frustration with routine work isn’t just a complaint—it signals a shift in professional ambition.
60%
Want to develop leadership skills
47%
Want to improve presenting ideas
For many, “leadership” doesn’t mean managing people—it means scaling influence: shaping strategy, persuading stakeholders, and leading high-impact projects. In other words, having a stronger voice in what gets built and why.
What can help
For designers: Courses are just one piece. Real growth comes from practice, reflection, internships, and mentorship. Those who approach this strategically often progress faster than those who only finish courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
Issues with Design Education
49%
of designers say design education doesn’t prepare them for real work
Many feel that existing programs don’t match their actual needs: they don’t prepare for real projects, or teach the soft and leadership skills modern teams rely on.
Despite differences in geography, language, and career stage, feedback was strikingly consistent. The three most frequently cited problems were:
- Disconnect from reality: courses feel polished but empty, offering convenience over substance.
- Weak feedback: Even in paid programs, mentors rarely dig deep; comments often feel surface-level.
- Oversaturation and early-stage frustration: Too many graduates, not enough jobs, creating an overheated entry point.
Design courses are a ready-made product for consumption. You use them and forget about them. But real knowledge is an endless process where you invest, explore, and grow.
What can help
For designers: courses are just one piece. Real growth comes from practice, reflection after rejections, internships, and mentorship. Those who approach this strategically often progress faster than those who rely only on courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
It is clear that in 2025 it is getting more difficult to find a job: the competition is still high, job search takes longer than ever, and recruiters are unwilling to provide useful feedback.
AI: Threat or Companion?
Most designers don’t see AI as a threat, but rather as a potential companion. Real-world cases of AI fully replacing a designer remain rare and fall within the margin of error.
77%
of DESIGNERS aren’t afraid that AI might replace them
That said, a lack of fear doesn’t mean ignoring the impact. Nearly half of respondents (49%) say AI has already influenced their work, and many are actively integrating new tools into their processes. This reflects the state of things in early 2025. With the pace of innovation, these views may change quickly.
I’d be thrilled if there was an AI that could lay out UI elements for me. I’d be thrilled if there was an AI that could lay out UI elements for me.
The main difficulties designers face during job search are intense competition—mentioned by more than half of respondents (57%)—and the risk of encountering toxic leadership (37.5%).
Job Search Is Slowing Down
Job searches are taking noticeably longer. Between 2021 and 2023, nearly three-quarters of product designers in Western Europe found a new job within two months. In 2024, that number dropped to just 47%. The share of longer job searches—three months or more—has doubled, from 26% to 53%. This helps explain the growing sense that “it used to be easier”—not just emotionally, but backed by data.
To get a clearer picture, we asked designers how long it took them to find their most recent job (n=310). Their answers show that while a third managed to find a role in under a month, almost as many needed three months or more.
33.4%
< 1 months
23.5%
1-2 months
18.5%
3-4 months
15.5%
5+ months
Western Europe: The Sharpest Shift
In Western Europe specifically, based on responses from 102 designers, the change looks much sharper. In 2021–2023, most found jobs in under two months. By 2024, longer searches of three months or more had already become the majority.
< 2 months
74%
> 3 months
26%
2021-23
< 2 months
47%
> 3 months
53%
2024
Across regions the pattern is similar: hiring timelines have grown longer, and uncertainty has become the norm.
The Most Energy-Draining Stages
But the challenge doesn’t end once you land an interview. We asked designers which interview stages were the most challenging during their last job search (n=279). The responses point to stages that require the most effort—like practical tasks and whiteboard sessions—often without providing useful feedback in return.
What’s seen as a systemic problem is the lack of feedback. Only 9% of respondents felt they received enough of it, while a third (35%) said they didn’t get any at all. This directly affects how candidates perceive companies: 59% said the absence of feedback made their opinion of the company worse.
Almost half of respondents also mentioned struggling with a lack of experience in a specific industry—like fintech. This adds another layer of uncertainty and undermines candidates’ confidence during interviews.
The survey confirms: job hunting in design remains a demanding process, full of uncertainty. In such conditions, clear hiring processes and basic respect for candidates matter. For companies, this is a reputation issue; for designers, it’s a way to stay grounded.
Still, candidates aren’t powerless. Domain expertise is one lever. Side projects, consulting work, or writing in a relevant field not only make portfolios stronger—they also help designers feel more confident.
This research shows that product design is not just a craft or a career—it’s a complex system. Personal motivation often runs into structural barriers, and professional awareness alone isn’t enough for growth.
One clear takeaway: the problems designers face are systemic. They appear across regions, company sizes, and team structures—and they can’t be solved overnight or by individual effort alone.
Real change takes work on multiple levels: designers improving how they navigate their environment; leaders investing in healthier team dynamics; and the broader community creating space for open, honest conversations.
We may not solve everything at once, but we can keep moving—toward a more sustainable, more mature profession.
The tech industry is under pressure: mass layoffs, the rise of AI, and economic uncertainty are reshaping how we work. But what does this mean for designers? We surveyed 340 product designers and spoke with 10 more in interviews to uncover their challenges and expectations.
Research By Nikita Samutin & Elizaveta Demchenko
State of Product Design:
An Honest Conversation About the Profession
‘25
We ran 10 in-depth interviews with product designers from the US, the UK, Brazil, Portugal, and other countries. Participants came from a wide range of companies—from global FAANG-level corporations to small startups.
To preserve confidentiality, company names are not disclosed. We also surveyed 340 product designers. Their responses were grouped by region. This study was co-authored with researcher Liza Demchenko to ensure both depth and objectivity.
To understand who took part, we looked at the results from two perspectives. First, by seniority: most participants were mid- and senior-level professionals.
20.1%
Lead+
47.8%
Senior
26.3%
Middle
5.9%
Junior
And second, by region: the distribution turned out to be fairly balanced between North America, Western Europe, and CIS countries.
27.9%
North America
29.9%
Western Europe
30.2%
CIS countries
12.0%
Other
Chaotic organisation is the key issue that makes the work of product designers really difficult. What is worse, this issue appears almost on every level—from daily communications to career growth within a company.
What Distracts Designers the Most
Multitasking and unpredictable communication are among the main causes of distraction and stress for product designers.
64%
of respondents said that switching between tasks distracted them
Stress isn’t just about the number of meetings. What really matters is team size—and who designers need to talk to.
How Team Size Affects Overload
As for multitasking, team size plays a clear (though not statistically significant) role. The correlation isn’t strong, but the trend is worth highlighting:
- In small teams (1–2 people), overload is a common background condition—nearly half reported experiencing it frequently.
- In mid-sized teams (3–10 people), things get worse. These teams had the highest share of designers who say they feel overwhelmed “all the time” (10.9%), compared to 7.1% in small teams and 7.9% in large ones. These teams sit in a dangerous gap: too many demands, not enough structure.
- In large teams (>10 people), the picture improves. The share of those feeling overwhelmed “often” or “constantly” drops nearly 10 percentage points, to 46.5%. Clear roles and structured processes seem to act as a buffer. Still, even in large companies, almost half of designers report frequent overload.
Who Designers Struggle to Work With
Designers feel most comfortable communicating with fellow designers and their team managers. But when we asked which teammates are the hardest to work with (n=341), the answers pointed elsewhere: external and internal stakeholders, along with marketing teams, were mentioned most often.
Clients & stakeholders
33.4%
Marketers
29.3%
Product managers
24.9%
Developers
22.6%
Art director
11.1%
Designers
6.7%
The reason for this is simple: designers tend to have regular rituals with developers and PMs—daily standups, weekly syncs, shared tools and workflows. At the same time, meetings with stakeholders and the marketing team often happens ad hoc, without shared processes or context. That’s where tension and misalignment tend to show up.
Chaotic Management & Its Consequences
Multitasking and unpredictable communication are just symptoms. The real root of overload—and the burnout that follows—is chaotic management. Roughly 95% of designers agreed it’s a serious issue.
That doesn’t mean all of them are stuck in disorganized teams right now—but it shows something even more important: clarity and structure aren’t “nice to have.” They’re a basic, foundational need. No surprise that chaotic routine results in burnout.
To understand the scale of the problem, we asked designers how many days off they need to fully recover right now (n=310). Their answers show that recovery often takes weeks rather than days:
31%
A week or less
45%
2-3 weeks
17.1%
1-2 months
6.5%
Over 3 months
Top causes of burnout
The need for recovery doesn’t vary much by region. The top three causes of burnout all point to deeper issues in the work environment (n=301):
35%
Stress and unrealistic deadlines
34%
Unclear expectations and responsibilities
31%
Toxic atmosphere and team conflict
What can help
For designers: If your environment doesn’t provide structure, try creating it for yourself. That won’t eliminate multitasking and unpredictable communication entirely, but it can protect your focus and energy.
Developing boundaries and self-management skills can make the day-to-day feel more manageable—and help protect against long-term exhaustion. Besides, bringing clarity to messy priorities doesn’t go unnoticed. Focus, precision, and the ability to ask the right questions are often what make people stand out.
For design managers: Investing in prioritization systems and transparent planning isn’t just about process hygiene. It’s a direct investment in your team’s productivity—and their long-term professional well-being.
Most designers believe they’re primarily responsible for their own growth. They know what it takes to develop—but many still don’t see real opportunities to advance.
Who’s Responsible for Professional Development
This data paints a picture of a mature, proactive professional:
75%
believe they are responsible for their own development.
86%
know that impact on business metrics is crucial for growth.
58%
say they don’t see real opportunities for career advancement.
Why Growth Gets Blocked
We asked designers why growth opportunities are missing in their companies (n=284). Their answers reveal three main barriers:
42.3%
I do have growth opportunities
37%
The company doesn’t need higher level designers
20.8%
All positions are filled
The Hidden Cost
Designers continue to take responsibility for their own growth—but when support is missing, it often backfires. Many feel overwhelmed and still take on extra tasks outside their core role. Burnout grows, not because designers lack motivation, but because they don’t see other ways to learn something new.
53%
Regularly feel overwhelmed
52%
Of them take on extra tasks
How Designers See Their Role
Frustration with routine work isn’t just a complaint—it signals a shift in professional ambition.
60%
Want to develop leadership skills
47%
Want to improve presenting ideas
For many, “leadership” doesn’t mean managing people—it means scaling influence: shaping strategy, persuading stakeholders, and leading high-impact projects. In other words, having a stronger voice in what gets built and why.
What can help
For designers: Courses are just one piece. Real growth comes from practice, reflection, internships, and mentorship. Those who approach this strategically often progress faster than those who only finish courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
Issues with Design Education
49%
of designers say design education doesn’t prepare them for real work
Many feel that existing programs don’t match their actual needs: they don’t prepare for real projects, or teach the soft and leadership skills modern teams rely on.
Despite differences in geography, language, and career stage, feedback was strikingly consistent. The three most frequently cited problems were:
- Disconnect from reality: courses feel polished but empty, offering convenience over substance.
- Weak feedback: Even in paid programs, mentors rarely dig deep; comments often feel surface-level.
- Oversaturation and early-stage frustration: Too many graduates, not enough jobs, creating an overheated entry point.
Design courses are a ready-made product for consumption. You use them and forget about them. But real knowledge is an endless process where you invest, explore, and grow.
What can help
For designers: courses are just one piece. Real growth comes from practice, reflection after rejections, internships, and mentorship. Those who approach this strategically often progress faster than those who rely only on courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
It is clear that in 2025 it is getting more difficult to find a job: the competition is still high, job search takes longer than ever, and recruiters are unwilling to provide useful feedback.
AI: Threat or Companion?
Most designers don’t see AI as a threat, but rather as a potential companion. Real-world cases of AI fully replacing a designer remain rare and fall within the margin of error.
77%
of DESIGNERS aren’t afraid that AI might replace them
That said, a lack of fear doesn’t mean ignoring the impact. Nearly half of respondents (49%) say AI has already influenced their work, and many are actively integrating new tools into their processes. This reflects the state of things in early 2025. With the pace of innovation, these views may change quickly.
I’d be thrilled if there was an AI that could lay out UI elements for me. I’d be thrilled if there was an AI that could lay out UI elements for me.
The main difficulties designers face during job search are intense competition—mentioned by more than half of respondents (57%)—and the risk of encountering toxic leadership (37.5%).
Job Search Is Slowing Down
Job searches are taking noticeably longer. Between 2021 and 2023, nearly three-quarters of product designers in Western Europe found a new job within two months. In 2024, that number dropped to just 47%. The share of longer job searches—three months or more—has doubled, from 26% to 53%. This helps explain the growing sense that “it used to be easier”—not just emotionally, but backed by data.
To get a clearer picture, we asked designers how long it took them to find their most recent job (n=310). Their answers show that while a third managed to find a role in under a month, almost as many needed three months or more.
33.4%
< 1 months
23.5%
1-2 months
18.5%
3-4 months
15.5%
5+ months
Western Europe: The Sharpest Shift
In Western Europe specifically, based on responses from 102 designers, the change looks much sharper. In 2021–2023, most found jobs in under two months. By 2024, longer searches of three months or more had already become the majority.
< 2 months
74%
> 3 months
26%
2021-23
< 2 months
47%
> 3 months
53%
2024
Across regions the pattern is similar: hiring timelines have grown longer, and uncertainty has become the norm.
The Most Energy-Draining Stages
But the challenge doesn’t end once you land an interview. We asked designers which interview stages were the most challenging during their last job search (n=279). The responses point to stages that require the most effort—like practical tasks and whiteboard sessions—often without providing useful feedback in return.
What’s seen as a systemic problem is the lack of feedback. Only 9% of respondents felt they received enough of it, while a third (35%) said they didn’t get any at all. This directly affects how candidates perceive companies: 59% said the absence of feedback made their opinion of the company worse.
Almost half of respondents also mentioned struggling with a lack of experience in a specific industry—like fintech. This adds another layer of uncertainty and undermines candidates’ confidence during interviews.
The survey confirms: job hunting in design remains a demanding process, full of uncertainty. In such conditions, clear hiring processes and basic respect for candidates matter. For companies, this is a reputation issue; for designers, it’s a way to stay grounded.
Still, candidates aren’t powerless. Domain expertise is one lever. Side projects, consulting work, or writing in a relevant field not only make portfolios stronger—they also help designers feel more confident.
This research shows that product design is not just a craft or a career—it’s a complex system. Personal motivation often runs into structural barriers, and professional awareness alone isn’t enough for growth.
One clear takeaway: the problems designers face are systemic. They appear across regions, company sizes, and team structures—and they can’t be solved overnight or by individual effort alone.
Real change takes work on multiple levels: designers improving how they navigate their environment; leaders investing in healthier team dynamics; and the broader community creating space for open, honest conversations.
We may not solve everything at once, but we can keep moving—toward a more sustainable, more mature profession.
The tech industry is under pressure: mass layoffs, the rise of AI, and economic uncertainty are reshaping how we work. But what does this mean for designers? We surveyed 340 product designers and spoke with 10 more in interviews to uncover their challenges and expectations.
Research By Nikita Samutin & Elizaveta Demchenko
State of Product Design:
An Honest Conversation About the Profession
‘25
We ran 10 in-depth interviews with product designers from the US, the UK, Brazil, Portugal, and other countries. Participants came from a wide range of companies—from global FAANG-level corporations to small startups.
To preserve confidentiality, company names are not disclosed. We also surveyed 340 product designers. Their responses were grouped by region. This study was co-authored with researcher Liza Demchenko to ensure both depth and objectivity.
To understand who took part, we looked at the results from two perspectives. First, by seniority: most participants were mid- and senior-level professionals.
20.1%
Lead+
47.8%
Senior
26.3%
Middle
5.9%
Junior
And second, by region: the distribution turned out to be fairly balanced between North America, Western Europe, and CIS countries.
27.9%
North America
29.9%
Western Europe
30.2%
CIS countries
12.0%
Other
Chaotic organisation is the key issue that makes the work of product designers really difficult. What is worse, this issue appears almost on every level—from daily communications to career growth within a company.
What Distracts Designers the Most
Multitasking and unpredictable communication are among the main causes of distraction and stress for product designers.
64%
of respondents said that switching between tasks distracted them
Stress isn’t just about the number of meetings. What really matters is team size—and who designers need to talk to.
How Team Size Affects Overload
As for multitasking, team size plays a clear (though not statistically significant) role. The correlation isn’t strong, but the trend is worth highlighting:
- In small teams (1–2 people), overload is a common background condition—nearly half reported experiencing it frequently.
- In mid-sized teams (3–10 people), things get worse. These teams had the highest share of designers who say they feel overwhelmed “all the time” (10.9%), compared to 7.1% in small teams and 7.9% in large ones. These teams sit in a dangerous gap: too many demands, not enough structure.
- In large teams (>10 people), the picture improves. The share of those feeling overwhelmed “often” or “constantly” drops nearly 10 percentage points, to 46.5%. Clear roles and structured processes seem to act as a buffer. Still, even in large companies, almost half of designers report frequent overload.
Who Designers Struggle to Work With
Designers feel most comfortable communicating with fellow designers and their team managers. But when we asked which teammates are the hardest to work with (n=341), the answers pointed elsewhere: external and internal stakeholders, along with marketing teams, were mentioned most often.
Clients & stakeholders
33.4%
Marketers
29.3%
Product managers
24.9%
Developers
22.6%
Art director
11.1%
Designers
6.7%
The reason for this is simple: designers tend to have regular rituals with developers and PMs—daily standups, weekly syncs, shared tools and workflows. At the same time, meetings with stakeholders and the marketing team often happens ad hoc, without shared processes or context. That’s where tension and misalignment tend to show up.
Chaotic Management & Its Consequences
Multitasking and unpredictable communication are just symptoms. The real root of overload—and the burnout that follows—is chaotic management. Roughly 95% of designers agreed it’s a serious issue.
That doesn’t mean all of them are stuck in disorganized teams right now—but it shows something even more important: clarity and structure aren’t “nice to have.” They’re a basic, foundational need. No surprise that chaotic routine results in burnout.
To understand the scale of the problem, we asked designers how many days off they need to fully recover right now (n=310). Their answers show that recovery often takes weeks rather than days:
31%
A week or less
45%
2-3 weeks
17.1%
1-2 months
6.5%
Over 3 months
Top causes of burnout
The need for recovery doesn’t vary much by region. The top three causes of burnout all point to deeper issues in the work environment (n=301):
35%
Stress and unrealistic deadlines
34%
Unclear expectations and responsibilities
31%
Toxic atmosphere and team conflict
What can help
For designers: If your environment doesn’t provide structure, try creating it for yourself. That won’t eliminate multitasking and unpredictable communication entirely, but it can protect your focus and energy.
Developing boundaries and self-management skills can make the day-to-day feel more manageable—and help protect against long-term exhaustion. Besides, bringing clarity to messy priorities doesn’t go unnoticed. Focus, precision, and the ability to ask the right questions are often what make people stand out.
For design managers: Investing in prioritization systems and transparent planning isn’t just about process hygiene. It’s a direct investment in your team’s productivity—and their long-term professional well-being.
Most designers believe they’re primarily responsible for their own growth. They know what it takes to develop—but many still don’t see real opportunities to advance.
Who’s Responsible for Professional Development
This data paints a picture of a mature, proactive professional:
75%
believe they are responsible for their own development.
86%
know that impact on business metrics is crucial for growth.
58%
say they don’t see real opportunities for career advancement.
Why Growth Gets Blocked
We asked designers why growth opportunities are missing in their companies (n=284). Their answers reveal three main barriers:
42.3%
I do have growth opportunities
37%
The company doesn’t need higher level designers
20.8%
All positions are filled
The Hidden Cost
Designers continue to take responsibility for their own growth—but when support is missing, it often backfires. Many feel overwhelmed and still take on extra tasks outside their core role. Burnout grows, not because designers lack motivation, but because they don’t see other ways to learn something new.
53%
Regularly feel overwhelmed
52%
Of them take on extra tasks
How Designers See Their Role
Frustration with routine work isn’t just a complaint—it signals a shift in professional ambition.
60%
Want to develop leadership skills
47%
Want to improve presenting ideas
For many, “leadership” doesn’t mean managing people—it means scaling influence: shaping strategy, persuading stakeholders, and leading high-impact projects. In other words, having a stronger voice in what gets built and why.
What can help
For designers: Courses are just one piece. Real growth comes from practice, reflection, internships, and mentorship. Those who approach this strategically often progress faster than those who only finish courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
Issues with Design Education
49%
of designers say design education doesn’t prepare them for real work
Many feel that existing programs don’t match their actual needs: they don’t prepare for real projects, or teach the soft and leadership skills modern teams rely on.
Despite differences in geography, language, and career stage, feedback was strikingly consistent. The three most frequently cited problems were:
- Disconnect from reality: courses feel polished but empty, offering convenience over substance.
- Weak feedback: Even in paid programs, mentors rarely dig deep; comments often feel surface-level.
- Oversaturation and early-stage frustration: Too many graduates, not enough jobs, creating an overheated entry point.
Design courses are a ready-made product for consumption. You use them and forget about them. But real knowledge is an endless process where you invest, explore, and grow.
What can help
For designers: courses are just one piece. Real growth comes from practice, reflection after rejections, internships, and mentorship. Those who approach this strategically often progress faster than those who rely only on courses.
For hiring managers: If your company has the resources, internal mentorship often delivers more value than external courses. And if not, it’s better to hire experienced talent than to simulate training internally.
It is clear that in 2025 it is getting more difficult to find a job: the competition is still high, job search takes longer than ever, and recruiters are unwilling to provide useful feedback.
AI: Threat or Companion?
Most designers don’t see AI as a threat, but rather as a potential companion. Real-world cases of AI fully replacing a designer remain rare and fall within the margin of error.
77%
of DESIGNERS aren’t afraid that AI might replace them
That said, a lack of fear doesn’t mean ignoring the impact. Nearly half of respondents (49%) say AI has already influenced their work, and many are actively integrating new tools into their processes. This reflects the state of things in early 2025. With the pace of innovation, these views may change quickly.
I’d be thrilled if there was an AI that could lay out UI elements for me. I’d be thrilled if there was an AI that could lay out UI elements for me.
The main difficulties designers face during job search are intense competition—mentioned by more than half of respondents (57%)—and the risk of encountering toxic leadership (37.5%).
Job Search Is Slowing Down
Job searches are taking noticeably longer. Between 2021 and 2023, nearly three-quarters of product designers in Western Europe found a new job within two months. In 2024, that number dropped to just 47%. The share of longer job searches—three months or more—has doubled, from 26% to 53%. This helps explain the growing sense that “it used to be easier”—not just emotionally, but backed by data.
To get a clearer picture, we asked designers how long it took them to find their most recent job (n=310). Their answers show that while a third managed to find a role in under a month, almost as many needed three months or more.
33.4%
< 1 months
23.5%
1-2 months
18.5%
3-4 months
15.5%
5+ months
Western Europe: The Sharpest Shift
In Western Europe specifically, based on responses from 102 designers, the change looks much sharper. In 2021–2023, most found jobs in under two months. By 2024, longer searches of three months or more had already become the majority.
< 2 months
74%
> 3 months
26%
2021-23
< 2 months
47%
> 3 months
53%
2024
Across regions the pattern is similar: hiring timelines have grown longer, and uncertainty has become the norm.
The Most Energy-Draining Stages
But the challenge doesn’t end once you land an interview. We asked designers which interview stages were the most challenging during their last job search (n=279). The responses point to stages that require the most effort—like practical tasks and whiteboard sessions—often without providing useful feedback in return.
What’s seen as a systemic problem is the lack of feedback. Only 9% of respondents felt they received enough of it, while a third (35%) said they didn’t get any at all. This directly affects how candidates perceive companies: 59% said the absence of feedback made their opinion of the company worse.
Almost half of respondents also mentioned struggling with a lack of experience in a specific industry—like fintech. This adds another layer of uncertainty and undermines candidates’ confidence during interviews.
The survey confirms: job hunting in design remains a demanding process, full of uncertainty. In such conditions, clear hiring processes and basic respect for candidates matter. For companies, this is a reputation issue; for designers, it’s a way to stay grounded.
Still, candidates aren’t powerless. Domain expertise is one lever. Side projects, consulting work, or writing in a relevant field not only make portfolios stronger—they also help designers feel more confident.
This research shows that product design is not just a craft or a career—it’s a complex system. Personal motivation often runs into structural barriers, and professional awareness alone isn’t enough for growth.
One clear takeaway: the problems designers face are systemic. They appear across regions, company sizes, and team structures—and they can’t be solved overnight or by individual effort alone.
Real change takes work on multiple levels: designers improving how they navigate their environment; leaders investing in healthier team dynamics; and the broader community creating space for open, honest conversations.
We may not solve everything at once, but we can keep moving—toward a more sustainable, more mature profession.