In the last email, I talked about shifting your role from implementer to advisor. I know that can feel uncomfortable, maybe even a bit risky. Letting go of direct control means trusting others to do UX work, and let's be honest, at first they probably won't do it as well as you would.

But, they don't have to be perfect. What matters is that they start. Because once you begin enabling others, equipping them to think about users and make smarter design choices, you move from influencing individual deliverables to shaping the broader user experience across your organization. That's how real change begins.

So how do you support that shift in practice?

Let's talk about the kinds of strategic services you can offer that allow you to touch more projects, without becoming a bottleneck.

Project Validation with SUPA

One of the biggest challenges I see is that projects often launch without proper validation. They're built on assumptions rather than user needs. And if the foundation is flawed, no amount of UX polish will save it.

That's why I often recommend introducing something I call SUPA: Strategic User-driven Project Assessment. Yes, the acronym is slightly cheesy but it works.

SUPA is your entry point. It's a lightweight assessment that helps determine whether a project is even worth pursuing from a user experience point of view. Think of it as a UX pre-flight checklist that keeps bad ideas from taking off.

Here's what it covers:

• Audience: Is there a clearly defined, high-value group the project serves?
• Needs: Does the project solve a real user problem or meet a known goal?
• Feasibility: Are there the UX resources and planning needed to execute it well?
• Design Risks: What could go wrong, and how can we reduce that risk?
• Recommendation: Should the project go ahead and if not, what needs fixing?

SUPA doesn't replace traditional business analysis. It complements it by adding a crucial user-centered lens. If you're in a large organization, this might sit nicely alongside what business analysts are already doing. And if you're in a smaller team, this can be your way of steering things before they get too far down the wrong path.

Coaching, Not Commanding

The other half of your service offering is ongoing coaching, being a supportive presence on projects without needing to be in the weeds every day.

You could provide:

• 1:1 coaching with project leads, offering regular check-ins and advice.
• Group coaching across projects, where teams learn from each other's challenges.
• UX reviews and audits, where you dip into projects periodically to keep them aligned with best practices.
• Office hours, using tools like Calendly so anyone can book time with you.
• Targeted workshops, when a team hits a UX roadblock and needs help unblocking it.

This isn't about inserting yourself into every decision. It's about creating space for others to grow their UX capabilities while you stay focused on higher-level guidance.

Why This Matters

By offering services like SUPA and coaching, you stop being the person who just "does UX stuff" and become the person who shapes how UX happens across the organization.

You also avoid the burnout that comes from being pulled into every project. You're no longer fighting a losing battle trying to control every touchpoint. Instead, you're building a system that scales, one that allows you to have a bigger influence with less stress.

In our next lesson, we'll explore how to support these services with the right resources and tools, so your colleagues can start doing UX work with more confidence and less friction.

Until then, think about this: If someone from another team asked for your help tomorrow, what kind of support would you want to offer? What would make the most impact without dragging you into execution?

Let's get you out of the weeds and into a role where your influence can really take root.