If you think product metrics are just for Product Managers with spreadsheets and standups, think again. As a Product Designer, I’ve learned that using the same metrics product managers rely on isn’t just helpful—it’s a game-changer. Let me explain.

Design Is a Business Tool, Not Just a Visual One

We all want to make beautiful, intuitive experiences. But at the end of the day, design exists in service of the product—and the product exists to deliver value. That means we’re solving real problems, for real users, with real business goals behind them.

And those goals? They’re tracked with metrics.

So instead of just designing for “better UX” (what does that even mean, really?), I’ve started designing toward the same outcomes PMs care about: activation, retention, task completion, conversion. Not because I want to be a PM, but because I want my work to matter.

Metrics Make Design Work Harder (In a Good Way)

When I align my design work with product metrics, I get clarity. I’m not just making things look good—I’m making things that move the needle.

Examples? Sure:

- When working on onboarding, I look at activation rate and time to value.
- In a checkout flow, I care about drop-off points and conversion rate.
- For a new feature, I track adoption and retention.

Speak Metrics, Get Heard

Another bonus? It’s way easier to get buy-in when you speak the language of outcomes. If I can say, “This design increased completion rate by 22%,” suddenly I’m not just a pixel-pusher—I’m a strategic contributor. It builds trust, accelerates decisions, and makes cross-functional work actually… fun?

The Best Ideas Have Impact

This doesn’t mean I design by spreadsheet. Creativity, instinct, and user empathy still lead the way. But metrics give those things a framework. They help me test, learn, and improve—faster and with more confidence.

Conclusion

So yes, I borrow metrics from my Product Managers as we collaborate. And no, it doesn’t make me less of a designer. It makes me a better one.