For three years, my LinkedIn headline said “UX Consultant.”

It sounded professional. Legitimate. Like I knew what I was doing.

It also meant absolutely nothing.

“UX Consultant” is the professional equivalent of “I do stuff.” It’s a job title that could mean everything, so it means nothing. Like saying you work in “business” or specialize in “things.”

The problem wasn’t that I was lying – I was consulting on UX. The problem was that “UX Consultant” is the most generic, least defensible positioning in design. When everyone’s a consultant, no one is.

And generic positioning means generic rates, generic clients, and getting replaced by someone cheaper who also calls themselves a “UX Consultant.”

(Usually someone with identical portfolio and better soft skills.)

Now my positioning is: I fix UX debt in SaaS products for companies that already have designers but their product is a mess anyway.

Much less impressive at dinner parties. Much better for business.

The Red Flags I Wish I’d Noticed Sooner

“I do everything UX-related”

Sounds versatile. Means: no specific expertise, no clear value proposition, probably saying yes to projects I shouldn’t take.

I once had a prospect ask if I did UX research, interaction design, visual design, information architecture, content strategy, and user testing.

Said yes to all six. The project was a disaster because I was trying to be six different specialists while being none of them particularly well.

(Turns out “jack of all trades” is not a selling point when someone needs an actual expert.)

“I work on any type of project”

Mobile apps, web apps, enterprise software, consumer products, B2B SaaS, internal tools, marketing websites. All of it. Whatever you need.

One year I designed a fintech dashboard, a healthcare patient portal, an e-commerce checkout, and a meditation app. Four completely different domains. Zero accumulated expertise in any of them.

By December, I couldn’t remember which compliance requirements belonged to healthcare vs fintech. Every project felt like starting over.

Generalists don’t compound knowledge. They start from zero every time. That’s not versatility – it’s amnesia.

“I charge by the hour”

When you can’t articulate specific value, you default to selling time.

$150/hour sounds expensive until you realize the client is calculating “how many hours until this is fixed?” and you’re thinking “how many hours can I stretch this?”

Nobody wins that game.

“I’m easily replaceable”

If your positioning is “UX Consultant,” you’re competing with 10,000 other people with identical positioning.

Your differentiators become: portfolio, years of experience, rate, personality.

Which means the moment someone with a similar portfolio, same experience, lower rate shows up, you’re done.

The Project That Broke Me (And My Faith in Generic Positioning)

Year two of calling myself a consultant, I landed what looked like the perfect project. Series B SaaS company, enterprise product, good budget. They wanted help redesigning their analytics dashboard.

First call had eleven people. Should’ve been my first red flag. But I was a “consultant” – I could handle multiple stakeholders, right?

Three weeks in, I realized I had no idea what I was actually supposed to deliver.

The VP wanted simplified reporting. The PM wanted more features visible. Engineering wanted fewer custom states. Sales wanted prospect-friendly demos. The CEO wanted “something that looks modern.”

Five different problems. I was hired to solve all of them because I positioned myself as someone who “does UX.”

So I designed something that tried to make everyone happy. Clean interface that showed more data. Modern aesthetic that felt familiar. New features that didn’t clutter things up.

It satisfied no one.

The VP said it was still too complex. The PM said we’d buried key features. Engineering said the custom states were worse. Sales said prospects wouldn’t understand it. The CEO said it looked “too similar to before.”

I’d spent six weeks designing a compromise nobody wanted.

The kicker? They hired a dashboard specialist to redo it. Someone who only designed analytics interfaces. Who charged more than me. Who delivered in three weeks what I couldn’t deliver in six.

Because they knew exactly what problem they solved and how to solve it.

I knew how to “do UX.”

(Turns out that’s not the same thing.)

That project cost me six weeks and whatever reputation I had with that client. More importantly, it cost me the realization that took another year to accept: being a generalist consultant wasn’t a strategy – it was career purgatory with a professional-sounding title.

What I Learned About “UX Consultant” Positioning

These aren’t specific problems. They’re vague concerns masquerading as project briefs. Which means you spend weeks in discovery trying to figure out what they actually need, only to realize they don’t know either.

Specific positioning attracts specific problems.

“Our activation rate dropped after we added five features.” “Users can’t find our core functionality anymore.” “Our dashboard became a wall of settings.”

Actual problems. Measurable outcomes. I know immediately if I can help.

(Or if they need someone else. Either way, we’re not wasting six weeks in discovery calls pretending we’ll figure it out eventually.)

How I Repositioned (And Why It Worked)

I stopped describing what I do (consulting) and started describing what problem I solve (UX debt).

Before: “UX Consultant – I help companies improve their digital products through research-driven design.”

Every consultant says this. It means nothing.

After: “I fix UX debt in SaaS products – when you have a designer but your product is still a mess.”

What changed:

I picked a vertical: SaaS products only. No mobile apps. No marketing websites. No e-commerce. Just SaaS.

Cut my addressable market by 80%. Made me 10x more valuable to the remaining 20%.

(Math that sounds backwards but isn’t.)

I named the problem: “UX debt” isn’t a common term. When I explain it, people say “oh god, we have that.”

Naming the problem makes it real. Real problems get budgets.

I clarified who it’s for: Companies that already have designers.

This disqualifies startups looking for their first designer and enterprises building new products from scratch. Perfect. I don’t want those projects anyway.

I specified the model: Embedded work. Part-time. Async-first. No daily standups, no Slack chaos.

Attracts clients who want results without meetings. Repels clients who want a warm body in video calls.

(I’m very happy with this filter.)

The test: Remove your name and years of experience. If someone else could use your exact positioning word-for-word, it’s too generic.

“I design SaaS onboarding flows that increase activation” – specific.

“UX Consultant” – could be literally anyone.

What Changed When I Got Specific

Higher rates. When you’re the only person who fixes a specific problem, you’re not competing on price. I charge 3x what I charged as a “consultant.”

(Turns out “I fix this exact problem” is worth more than “I do UX stuff.”)

Better clients. Instead of “we need UX help,” I get “our users can’t find features we spent six months building.” That’s a real problem. With budget. And urgency.

Shorter sales cycles. Generic positioning requires convincing people they need UX. Specific positioning attracts people who already know they need what you do.

First call is about scope and timeline, not explaining why UX matters.

Less competition. Most designers position generically because specific feels risky. “What if I exclude potential clients?”

You will. That’s the point.

I exclude everyone who doesn’t have UX debt in a SaaS product. Those aren’t my clients anyway. (And now they’re not wasting my time pretending they might be.)

Compounding expertise. Every project makes me better at solving the same problem. After 20 SaaS dashboard projects, I’ve seen every variation of features nobody can find.

Generalists start from scratch every time. Specialists compound knowledge.

The UX Consultant Reality Check

If your positioning is “UX Consultant,” you’re not positioned. You’re just freelancing with a fancier title.

Consultants sell time. Specialists solve problems.

Consultants compete on portfolio and rate. Specialists compete on expertise nobody else has.

Consultants explain what UX is. Specialists assume you already know and focus on your specific disaster.

(If you’re still explaining what UX is to potential clients, you’re targeting the wrong clients.)

If you’re a designer considering consulting, don’t just add “consultant” to your title and call it positioning.

Pick one problem you solve really well. Pick who you solve it for. Name it clearly enough that people say “oh god, we have that.”

Your addressable market gets smaller. Your value gets bigger. Your rates go up. Your competition shrinks.

If you can’t explain what makes you different from every other “UX consultant” in one sentence, you’re not different.

And if you’re not different, you’re competing on price.

Nobody wins that game.

(Especially not you.)

Three years as a “UX Consultant” taught me one thing: generic positioning is career purgatory.

You’re busy but underpaid. In demand but replaceable. Experienced but starting from scratch every project.

So next time you’re tempted to call yourself a “UX Consultant,” ask: What specific problem do I solve, for whom, and why should they hire me instead of the 10,000 other people with the same title?

If you can’t answer that clearly, you don’t have a positioning problem.

You have a business problem disguised as a job title.

(And no amount of LinkedIn optimization will fix it.)