The UX strategist’s final deliverable was a 31-page PDF titled “Strategic UX Framework for Multi-Audience Dashboard Optimization.” Page 8 had a Venn diagram with three circles: “User Needs,” “Business Goals,” “Technical Constraints.”

The recommendation in the executive summary: “Further research required to validate strategic direction.”

Seven weeks. Fourteen thousand dollars.

Three weeks into that engagement, I sat in on their product roadmap meeting. Seven people on Zoom. I was there to observe before we started working together.

“Should we redesign the dashboard?” their PM asked.

“It depends,” the UX strategist said.

“On what?”

“User research outcomes, stakeholder alignment, technical constraints, business priorities.”

“So… should we start research?”

“It depends on what we’re trying to learn.”

Twenty minutes. Zero decisions. The strategist billed them for an hour of “strategic consultation.” I billed them for watching it happen.

What a UX Strategist Actually Does

A UX strategist is supposed to bridge business goals and user needs through high-level planning. They’re meant to answer questions like “Should we build this?” and “Which problems matter most?” before anyone opens Figma.

In practice, most I’ve worked with excel at one thing: not committing to answers.

“Should we prioritize mobile or desktop?”

“It depends on your user base.”

“Which feature should we ship first?”

“It depends on your business goals.”

“When should we launch?”

“It depends on market conditions.”

Every answer buys them more time to conduct another research phase, run another workshop, build another framework. They become professional question-deflectors who get paid to suggest you need more information before making any decision.

And here’s the thing – they’re not wrong. Everything in product development genuinely does depend on context. But when “it depends” becomes the primary output of someone earning $120-180 per hour, you’re not getting strategy. You’re getting expensive procrastination.

The Project That Taught Me This

Three years ago, a client brought me in to help fix their SaaS dashboard. Two audiences – technical users needing data access, managers needing reports. Support drowning in tickets.

They’d already hired a UX strategist six weeks earlier to “figure out the strategy.” When I showed up, here’s what the strategist had produced:

Week 1-2: Stakeholder interviews. (Told the strategist everything they already knew.)

Week 3-4: User interviews. (Users told the strategist everything support already knew.)

Week 5-6: Synthesis. (Miro board full of color-coded Post-its.)

Week 7: Presentation. 47 slides. The strategist talked about “aligning our north star metrics with the user journey framework” and “socializing strategic priorities across the product org.” Translation: we need more research.

They’d paid $14,000 for someone to say “let’s align on our strategic roadmap before prioritizing the optimization matrix.”

The client asked me what to do. I looked at their product for 45 minutes, checked their support tickets, and said: “Your navigation has two completely different mental models fighting each other. Technical users can’t find data exports. Managers can’t find report scheduling. Fix those two things first.”

Their PM went quiet for about ten seconds. Then: “That’s it? That’s what we needed to know?”

Took their team three weeks to implement. Support tickets for those issues dropped 68% in the first month.

The UX strategist’s response when they heard: “That approach depends on whether you’re optimizing for technical users or managers.”

The client didn’t renew the strategist’s contract.

Why “It Depends” Became a Career

UX strategist emerged around 2015 when companies wanted someone who sounded smart in boardrooms but didn’t know what to ask for. “Strategic thinker about UX” felt safer than hiring a designer who might actually change things.

The job description was vague enough that nobody could define success. Unlike product design where you ship features, or UX design where activation rates tell the truth, UX strategy deliverables are:

• Frameworks (boxes with arrows)
• Journey maps (more boxes)
• Research synthesis (PDFs nobody opens)
• Strategic recommendations (that say “it depends”)

None ship to users. The UX strategist’s output is always preparation for real work, which means they can never be wrong – just insufficiently informed.

Perfect gig, really.

The Four Types of “It Depends”

Type 1: The Research Trap

“Should we add this feature?”

“It depends. We need to validate the user need first.”

Sounds reasonable. User validation matters. But watch a UX strategist turn a simple question into a 3-month research project.

Client had 89 support tickets requesting CSV export. Sales said every demo ended with “Can I export this?” They wanted to interview 25 users to “validate the use case.”

Five weeks later, recommendation: “Users need CSV export.”

No shit.

Type 2: The Stakeholder Shuffle

“Which design direction should we pursue?”

“It depends on stakeholder alignment.”

Translation: “I won’t make this call because someone might disagree.”

UX strategists run workshops where everyone votes with colored dots, then present results as “the team’s decision” rather than their recommendation. When the design fails, they point to workshop docs showing consensus. When it succeeds, they facilitated the process.

Risk-free career path.

You’ve been in that workshop. Three hours. Twenty colored dots per person. Everyone votes. Someone tallies results. The strategist says “It looks like the team is aligned on Option B.” Nobody actually believes in Option B. Everyone just voted for whatever looked safest.

Type 3: The Technical Deflection

“Should we build this as a modal or a new page?”

“It depends on your technical constraints.”

Sounds technical. Is meaningless. They don’t need to understand actual constraints – just say the words “technical constraints” and nobody questions it.

Watched one spend two weeks “analyzing technical feasibility” for a feature the developer prototyped in an afternoon. When asked what constraints they’d identified: “It depends on the architecture.”

Tech lead wasn’t impressed.

Type 4: The Business Priority Hedge

“What should we focus on next quarter?”

“It depends on your business priorities.”

This is the meta-level “it depends” – using business goals as a shield. They become mirrors, reflecting questions back without adding value.

Watched one do this for 7 months with a Series B company. Every recommendation ended with “assuming leadership prioritizes X over Y.” Leadership kept asking what to prioritize. The strategist kept saying it depended on business goals.

Perfect loop. Nobody made decisions. Everyone stayed employed.

What Good Strategy Actually Looks Like

Real strategy makes hard calls. Strategic hedging delays them.

Strategic thinking: “Support has 147 tickets about export flow. Goal is reducing churn. Fix export before adding features. Three weeks, should cut those tickets by 60%.”

Strategic hedging: “Export could be improved, but it depends whether reducing tickets or adding features aligns with Q3 OKRs. Should probably validate user need through research before committing.”

One moves. One stalls.

After watching that $14,000 disaster, I changed how I work with teams. No “strategic thinking about UX” – just embed with the team, find what’s broken, fix it.

Client asks “Should we redesign this dashboard?” I spend 30 minutes in their product, point out three things causing 80% of confusion, recommend starting with whichever breaks the most workflows. Usually takes a week to fix, not 11 weeks to research.

Client had worked with a UX strategist for 4 months on “information architecture strategy” for their SaaS platform. The strategist produced 31 pages about user mental models and taxonomy frameworks. One section was titled “Cognitive Load Optimization Through Progressive Disclosure Patterns.” Another had a 2×2 matrix comparing “Frequency of Use” vs “Importance to User Goals.”

I looked at their product for 15 minutes: “Your navigation has 19 menu items. Cut to 6. Here’s which ones.”

Took them two days. Activation up 23% first month.

UX strategist’s response: “That depends on whether you’re optimizing for new users or power users.”

The Real Cost of “It Depends”

That client? After the UX strategist’s 7 weeks of research recommended more research, they paid me $16,000 to actually fix the dashboard.

Six weeks. Done.

Total cost: $30,000 and 4 months.

But the money wasn’t the real damage. It was the 4 months their product stayed broken while waiting for strategic clarity that never came.

Their competitors shipped features. Support kept getting the same tickets. The team kept arguing about priorities because the strategist’s framework depended on context they never defined.

Hedge-betting creates organizations that can’t move. Every decision needs another research phase, another workshop, another synthesis doc. Design audits become multi-month initiatives. Simple questions about fixing onboarding become philosophical debates.

Companies pay UX strategists $110-140K yearly to facilitate endless discovery. Meanwhile UX debt compounds because nobody’s allowed to fix anything until strategy is “clear.”

When “It Depends” Is Actually Useful

Nuanced thinking has value. Some decisions genuinely need context.

The difference is what happens after “it depends.”

Good strategist: “It depends on X. Here’s how we find X quickly. Once we know X, I recommend Y.”

Bad strategist: “It depends on X, which depends on Z, which we should validate through research on A, B, and C. Let me draft a proposal for discovery.”

One moves forward. One keeps you in planning mode until the budget runs out.

Best product people think strategically without needing the title. They look at broken integration UX, understand business impact, and decide whether it’s worth fixing now or later. No 6-week validation needed.

What Changed for Me

I stopped taking projects where someone wanted “UX strategy.” Strategic thinking is essential. But the role attracts people who confuse strategy with risk avoidance.

When teams ask for “UX strategy,” I ask what decisions they’re stuck on. Usually three obvious problems everyone already knows. Issue isn’t strategy – it’s that nobody will prioritize and execute.

Sometimes that means quick UX audits to identify what’s breaking. Sometimes checking support data and fixing top complaints. Sometimes telling them their empty states are garbage and spending a day making them work.

None of this needs strategic frameworks. Needs looking at product, understanding what users need, and making a call about what to fix first.

Last team I talked to wanted to hire a UX strategist to “develop a UX maturity model” for their organization. They had 58 known UX issues and no designer to fix them.

“What if you just hired someone to fix the backlog?”

Long pause.

“That’s probably more useful.”

UX strategists exist because companies don’t trust themselves to make product decisions. They want someone with a title to validate choices, then blame if it fails.

The role persists because it’s unfalsifiable. Can’t prove strategy was wrong if you never shipped anything. They argue you didn’t implement correctly, didn’t give it time, or market conditions changed.

Meanwhile product stays broken, users stay frustrated, team stays stuck in planning mode.

If you need help thinking through complex product decisions, hire someone. But if all they tell you is “it depends,” you’re not getting strategy.

You’re getting hedge-betting with better vocabulary.

Expensive procrastination, really.