ROLE
Sole Product Manager: Strategy, Research & Prototyping
Led cross-functional alignment with EE
COMPANY
NIO
READING TIME
3-min
At NIO, I was tasked with leading a high-stakes study on the Digital Interior Rearview Mirror. Before I took over, the project was stuck. A Product Manager had conducted research through a purely engineering lens—presenting static side-by-side photos of camera angles and resolution specs.
Leadership was unsatisfied but couldn't pinpoint why. The team was caught in a dangerous momentum: in a large organization, being assigned a topic usually implies a mandate to "greenlight" it. Everyone expected me to build the case for production, but I sensed we were about to invest millions into a feature that might actually degrade the driving experience.
To finalize the argument, I moved from "feeling" to "framework." I presented a 5-Dimension Decision Board that evaluated the project across:
The logic was inescapable: the marginal gain in visibility was far outweighed by the high cost, technical immaturity, and the compromise to our design DNA.
Based on my recommendation, leadership made the rare and difficult decision to cancel the project. UX teams are often the last line of defense against "feature creep." Holding the line doesn't just mean fighting for a better button; it means having the professional integrity to tell the organization when a feature shouldn't exist.
ROLE
Sole Product Manager: Strategy, Research & Prototyping
Led cross-functional alignment with EE
COMPANY
NIO
READING TIME
3-min
At NIO, I was tasked with leading a high-stakes study on the Digital Interior Rearview Mirror. Before I took over, the project was stuck. A Product Manager had conducted research through a purely engineering lens—presenting static side-by-side photos of camera angles and resolution specs.
Leadership was unsatisfied but couldn't pinpoint why. The team was caught in a dangerous momentum: in a large organization, being assigned a topic usually implies a mandate to "greenlight" it. Everyone expected me to build the case for production, but I sensed we were about to invest millions into a feature that might actually degrade the driving experience.
To finalize the argument, I moved from "feeling" to "framework." I presented a 5-Dimension Decision Board that evaluated the project across:
The logic was inescapable: the marginal gain in visibility was far outweighed by the high cost, technical immaturity, and the compromise to our design DNA.
Based on my recommendation, leadership made the rare and difficult decision to cancel the project. UX teams are often the last line of defense against "feature creep." Holding the line doesn't just mean fighting for a better button; it means having the professional integrity to tell the organization when a feature shouldn't exist.
ROLE
Sole Product Manager: Strategy, Research & Prototyping
Led cross-functional alignment with EE
COMPANY
NIO
READING TIME
3-min
At NIO, I was tasked with leading a high-stakes study on the Digital Interior Rearview Mirror. Before I took over, the project was stuck. A Product Manager had conducted research through a purely engineering lens—presenting static side-by-side photos of camera angles and resolution specs.
Leadership was unsatisfied but couldn't pinpoint why. The team was caught in a dangerous momentum: in a large organization, being assigned a topic usually implies a mandate to "greenlight" it. Everyone expected me to build the case for production, but I sensed we were about to invest millions into a feature that might actually degrade the driving experience.
I decided to push back against the "default-to-launch" culture. Instead of looking at how the camera performed in a lab, I focused on the human reality of driving.
I knew that static photos didn't account for the cognitive load of a driver’s eyes constantly shifting focus between a digital screen and the physical world. To truly "hold the line" for quality, I went deep into the technical and physical boundaries of the hardware:
Data and slides can be manipulated, but visceral experience cannot. To break the deadlock, I moved the conversation out of the meeting room and into the driver’s seat. I built a functional prototype and invited the executive leadership for a "Drive-Along" under challenging real-world conditions—night glare, tunnels, and high-speed merges.
The goal was to move past static pixels and expose three fundamental flaws that no deck could capture:
By making the problem tangible, the conversation shifted from "how do we fix the UI" to "is this technology fundamentally ready for our users?" The frustration they felt behind the wheel provided a clarity that months of engineering reports had failed to deliver.
To finalize the argument, I moved from "feeling" to "framework." I presented a 5-Dimension Decision Board that evaluated the project across:
The logic was inescapable: the marginal gain in visibility was far outweighed by the high cost, technical immaturity, and the compromise to our design DNA.
Based on my recommendation, leadership made the rare and difficult decision to cancel the project. UX teams are often the last line of defense against "feature creep." Holding the line doesn't just mean fighting for a better button; it means having the professional integrity to tell the organization when a feature shouldn't exist.