A SaaS company I consulted for had a junior designer who’d been staring at a modal redesign for three hours. Simple stuff—move the CTA, tighten the copy. Should take thirty minutes.
I watched her open Figma. Try a layout. Delete it. Try another. Delete it. Finally, she Slacked the senior designer: “Can you look at this when you have a sec?”
Senior designer walked over. Solved it in four minutes. “Just move the CTA up and cut the copy in half. Like this.”
The junior designer nodded. “Oh. Yeah. That’s obvious.”
She’d been there two years. This happened multiple times per week. She was in therapy for imposter syndrome. Not because she was bad at her job—because she’d spent two years watching someone else solve problems and learning exactly one thing: she wasn’t good enough.
Month 18, the senior quit. Exit interview: “I’m not being challenged.”
They’d spent $330,000 over two years. The junior was exactly as capable as day one. When the senior left, they were back to zero—with a designer too paralyzed to make decisions alone.
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The industry convinced us “senior” is the only level that matters
The design industry worships seniority. Job posts demand “7+ years experience.” Agencies pitch their “senior team.” Conference speakers are always “senior design leads.” We’ve created a culture where anything less than senior feels like settling.
This creates companies that can’t function without expensive external brains. Not because senior designers aren’t good—they are. But because senior designer worship prevents teams from ever developing independent judgment.
At that company, the PM couldn’t make basic UX calls after two years with senior designers. Devs waited for mockups instead of thinking through interactions. When I asked the junior why she didn’t just try solving a navigation problem, she said: “What if I get it wrong? We have senior designers for this.”
They’d trained their entire team that design decisions require expert validation. You didn’t build a design team. You rented someone else’s brain and taught your team they didn’t have one.
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Rented excellence creates learned helplessness
Here’s what kills companies: teams that never learn to make design decisions without permission.
That SaaS company couldn’t ship a simple feature after three years of “senior design leadership.” Not because their product was complex—because they’d outsourced all design thinking. Their internal capability was degenerating.
Renting excellence doesn’t supplement your team. It replaces their brain. Every time that senior designer fixed a UX issue, the junior learned to wait for experts, not think through problems herself.
The money hurts—$330,000 over two years. But the real cost is a team trained that design decisions aren’t theirs to make.
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What actually builds capability
Different company, different outcome. Couldn’t afford to replace their senior who quit. Hired a mid-level at $85k. Senior design advisor 3 hours weekly, $12k annually. Total: $97k.
The mid-level started making real decisions. Some wrong—advisor caught them. But she was learning by doing, not watching.
Week 3: Navigation decision. Wrong. Advisor explained why in 15 minutes.
Week 8: Similar problem. Right.
Month 4: Making navigation calls independently.
Month 12: Handling work that six months prior needed senior input.
The advisor works with five companies, 3 hours each. Every session is complex problems, no button states. She stays sharp because she only does work requiring mastery.
The incentive difference matters. Agencies and full-time seniors need you dependent—that’s their value. This model succeeds when your mid-level outgrows needing constant input.
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Three questions that reveal if you’re building or renting
Is your team making more decisions independently over time? If your product manager still can’t make basic UX calls after six months with a senior designer, you’re renting decisions, not building judgment.
Can your team ship a feature without external design input? Not perfectly—competently. If the answer is no after a year of “senior design leadership,” you’ve built dependency.
What happens when your senior designer takes vacation? If work grinds to a halt, you don’t have a design team. You have expensive external brain dependency.
That first SaaS company failed all three tests after 18 months and $240k spent. Zero internal capability built. The second company with the mid-level plus advisor model? By month 6, passing all three.
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What’s actually at stake
This isn’t about money. It’s about whether you build design as a capability or stay dependent on renting other people’s brains.
Company A (the therapy story): Three senior designers in two years. Each quit, 6+ weeks to ship anything because no one else could decide. Two years later, still can’t ship a settings page without help.
Company B (mid-level plus advisor): Same settings page in 9 days. Mid-level decided, advisor signed off in one session. Their whole product team thinks about design now—PMs catch UX issues early, devs question interaction patterns, mid-level makes confident calls.
Company B didn’t have better seniors. They built design thinking into their team by giving people real decisions with expert backup.
If you’re hiring seniors to fix, you’ll always be broken. Hire to teach, and you’ll stay sharp.
You’re not choosing between senior and mid-level designers. You’re choosing between building capability that compounds and renting excellence that resets when someone quits.
The design industry convinced you that “senior only” means quality. What they actually built was companies that can’t think without permission.
