Every consumer app I work on has the same conversation at some point. "Can we add the advanced project management? The custom workspace?" The thing only 5% of users will ever touch. After a decade of designing these products, here's the question that ends most of those conversations: what percentage of your users actually benefit from this? If it's 5%, you're overwhelming the other 95% to serve a handful. If it's 50% or more, that's a different conversation entirely. The trap is that every feature sounds reasonable on its own. A tagging system. Categorization. Assigning users to groups. Each one is defensible. Then you stack twelve of them and the product becomes a maze nobody can navigate. This is how products end up in the state I get called in to fix. Not one bad decision. A hundred reasonable ones, added one at a time, none of them removed. You can keep the power. You just have to be smart about what you show and when. A simple tool people understand beats a powerful tool people abandon.

The 'hundred reasonable decisions' framing is the most honest description of how apps get unmanageable. The percentage question is a good forcing function. What you don't say here is how you actually get stakeholders to remove things they already shipped, which is usually the harder part of that conversation.

4 DAYS LEFT

Iteration, iteration, iteration.

Been living in Figma Make chat: tweaking the product, obsessing over UX, arguing with myself (and a few LLMs) about what actually feels right.

Starting to look like a real app. Finally.

That feeling when it finally clicks into place. Arguing with LLMs about UX decisions is weirdly underrated as part of the process. What's the core loop you landed on?