You’ve drawn fifty versions of the same screen — and you still hate every one of them. Begrudgingly, you pick three, show them to your product manager, and hear: “Looks cool, but the idea doesn’t work.” Sound familiar? In this article, I’ll unpack why designers fall into detail work at the wrong moment, examining both process pitfalls and the underlying psychological reasons, as understanding these traps is the first step to overcoming them. I’ll also share tactics I use to climb out of that trap. Reason #1 You’re Afraid To Show Rough Work We designers worship detail. We’re taught that true craft equals razor‑sharp typography, perfect grids, and pixel precision. So the minute a task arrives, we pop open Figma and start polishing long before polish is needed. I’ve skipped the sketch phase more times than I care to admit. I told myself it would be faster, yet I always ended up spending hours producing a tidy mock‑up when a scribbled thumbnail would have sparked a five‑minute chat with my product manager. Rough sketches felt “unprofessional,” so I hid them. The cost? Lost time, wasted energy — and, by the third redo, teammates were quietly wondering if I even understood the brief. The real problem here is the habit: we open Figma and start perfecting the UI before we’ve even solved the problem. So why do we hide these rough sketches? It’s not just a bad habit or plain silly. There are solid psychological reasons behind it. We often just call it perfectionism, but it’s deeper than wanting things neat. Digging into the psychology (like the research by Hewitt and Flett) shows there are a couple of flavors driving this: Socially prescribed perfectionismIt’s that nagging feeling that everyone else expects perfect work from you, which makes showing anything rough feel like walking into the lion’s den. Self-oriented perfectionismWhere you’re the one setting impossibly high standards for yourself, leading to brutal self-criticism if anything looks slightly off. Either way, the result’s the same: showing unfinished work feels wrong, and you miss out on that vital early feedback. Back to the design side, remember that clients rarely see architects’ first pencil sketches, but these sketches still exist; they guide structural choices before the 3D render. Treat your thumbnails the same way — artifacts meant to collapse uncertainty, not portfolio pieces. Once stakeholders see the upside, roughness becomes a badge of speed, not sloppiness. So, the key is to consciously make that shift: Treat early sketches as disposable tools for thinking and actively share them to get feedback faster. Reason #2: You Fix The Symptom, Not The Cause Before tackling any task, we need to understand what business outcome we’re aiming for. Product managers might come to us asking to enlarge the payment button in the shopping cart because users aren’t noticing it. The suggested solution itself isn’t necessarily bad, but before redesigning the button, we should ask, “What data suggests they aren’t noticing it?” Don’t get me wrong, I’m not saying you shouldn’t trust your product manager. On the contrary, these questions help ensure you’re on the same page and working with the same data. From my experience, here are several reasons why users might not be clicking that coveted button: Users don’t understand that this step is for payment. They understand it’s about payment but expect order confirmation first. Due to incorrect translation, users don’t understand what the button means. Lack of trust signals (no security icons, unclear seller information). Unexpected additional costs (hidden fees, shipping) that appear at this stage. Technical issues (inactive button, page freezing). Now, imagine you simply did what the manager suggested. Would you have solved the problem? Hardly. Moreover, the responsibility for the unresolved issue would fall on you, as the interface solution lies within the design domain. The product manager actually did their job correctly by identifying a problem: suspiciously, few users are clicking the button. Psychologically, taking on this bigger role isn’t easy. It means overcoming the fear of making mistakes and the discomfort of exploring unclear problems rather than just doing tasks. This shift means seeing ourselves as partners who create value — even if it means fighting a hesitation to question product managers (which might come from a fear of speaking up or a desire to avoid challenging authority) — and understanding that using our product logic expertise proactively is crucial for modern designers. There’s another critical reason why we, designers, need to be a bit like product managers: the rise of AI. I deliberately used a simple example about enlarging a button, but I’m confident that in the near future, AI will easily handle routine design tasks. This worries me, but at the same time, I’m already gladly stepping into the product manager’s territory: understanding product and business metrics, formulating hypotheses, conducting research, and so on. It might sound like I’m taking work away from PMs, but believe me, they undoubtedly have enough on their plates and are usually more than happy to delegate some responsibilities to designers. Reason #3: You’re Solving The Wrong Problem Before solving anything, ask whether the problem even deserves your attention. During a major home‑screen redesign, our goal was to drive more users into paid services. The initial hypothesis — making service buttons bigger and brighter might help returning users — seemed reasonable enough to test. However, even when A/B tests (a method of comparing two versions of a design to determine which performs better) showed minimal impact, we continued to tweak those buttons. Only later did it click: the home screen isn’t the place to sell; visitors open the app to start, not to buy. We removed that promo block, and nothing broke. Contextual entry points deeper into the journey performed brilliantly. Lesson learned: Without the right context, any visual tweak is lipstick on a pig. Why did we get stuck polishing buttons instead of stopping sooner? It’s easy to get tunnel vision. Psychologically, it’s likely the good old sunk cost fallacy kicking in: we’d already invested time in the buttons, so stopping felt like wasting that effort, even though the data wasn’t promising. It’s just easier to keep fiddling with something familiar than to admit we need a new plan. Perhaps the simple question I should have asked myself when results stalled was: “Are we optimizing the right thing or just polishing something that fundamentally doesn’t fit the user’s primary goal here?” That alone might have saved hours. Reason #4: You’re Drowning In Unactionable Feedback We all discuss our work with colleagues. But here’s a crucial point: what kind of question do you pose to kick off that discussion? If your go-to is “What do you think?” well, that question might lead you down a rabbit hole of personal opinions rather than actionable insights. While experienced colleagues will cut through the noise, others, unsure what to evaluate, might comment on anything and everything — fonts, button colors, even when you desperately need to discuss a user flow. What matters here are two things: The question you ask, The context you give. That means clearly stating the problem, what you’ve learned, and how your idea aims to fix it. For instance: “The problem is our payment conversion rate has dropped by X%. I’ve interviewed users and found they abandon payment because they don’t understand how the total amount is calculated. My solution is to show a detailed cost breakdown. Do you think this actually solves the problem for them?” Here, you’ve stated the problem (conversion drop), shared your insight (user confusion), explained your solution (cost breakdown), and asked a direct question. It’s even better if you prepare a list of specific sub-questions. For instance: “Are all items in the cost breakdown clear?” or “Does the placement of this breakdown feel intuitive within the payment flow?” Another good habit is to keep your rough sketches and previous iterations handy. Some of your colleagues’ suggestions might be things you’ve already tried. It’s great if you can discuss them immediately to either revisit those ideas or definitively set them aside. I’m not a psychologist, but experience tells me that, psychologically, the reluctance to be this specific often stems from a fear of our solution being rejected. We tend to internalize feedback: a seemingly innocent comment like, “Have you considered other ways to organize this section?” or “Perhaps explore a different structure for this part?” can instantly morph in our minds into “You completely messed up the structure. You’re a bad designer.” Imposter syndrome, in all its glory. So, to wrap up this point, here are two recommendations: Prepare for every design discussion.A couple of focused questions will yield far more valuable input than a vague “So, what do you think?”. Actively work on separating feedback on your design from your self-worth.If a mistake is pointed out, acknowledge it, learn from it, and you’ll be less likely to repeat it. This is often easier said than done. For me, it took years of working with a psychotherapist. If you struggle with this, I sincerely wish you strength in overcoming it. Reason #5 You’re Just Tired Sometimes, the issue isn’t strategic at all — it’s fatigue. Fussing over icon corners can feel like a cozy bunker when your brain is fried. There’s a name for this: decision fatigue. Basically, your brain’s battery for hard thinking is low, so it hides out in the easy, comfy zone of pixel-pushing. A striking example comes from a New York Times article titled “Do You Suffer From Decision Fatigue?.” It described how judges deciding on release requests were far more likely to grant release early in the day (about 70% of cases) compared to late in the day (less than 10%) simply because their decision-making energy was depleted. Luckily, designers rarely hold someone’s freedom in their hands, but the example dramatically shows how fatigue can impact our judgment and productivity. What helps here: Swap tasks.Trade tickets with another designer; novelty resets your focus. Talk to another designer.If NDA permits, ask peers outside the team for a sanity check. Step away.Even a ten‑minute walk can do more than a double‑shot espresso. By the way, I came up with these ideas while walking around my office. I was lucky to work near a river, and those short walks quickly turned into a helpful habit. And one more trick that helps me snap out of detail mode early: if I catch myself making around 20 little tweaks — changing font weight, color, border radius — I just stop. Over time, it turned into a habit. I have a similar one with Instagram: by the third reel, my brain quietly asks, “Wait, weren’t we working?” Funny how that kind of nudge saves a ton of time. Four Steps I Use to Avoid Drowning In Detail Knowing these potential traps, here’s the practical process I use to stay on track: 1. Define the Core Problem & Business Goal Before anything, dig deep: what’s the actual problem we’re solving, not just the requested task or a surface-level symptom? Ask ‘why’ repeatedly. What user pain or business need are we addressing? Then, state the clear business goal: “What metric am I moving, and do we have data to prove this is the right lever?” If retention is the goal, decide whether push reminders, gamification, or personalised content is the best route. The wrong lever, or tackling a symptom instead of the cause, dooms everything downstream. 2. Choose the Mechanic (Solution Principle) Once the core problem and goal are clear, lock the solution principle or ‘mechanic’ first. Going with a game layer? Decide if it’s leaderboards, streaks, or badges. Write it down. Then move on. No UI yet. This keeps the focus high-level before diving into pixels. 3. Wireframe the Flow & Get Focused Feedback Now open Figma. Map screens, layout, and transitions. Boxes and arrows are enough. Keep the fidelity low so the discussion stays on the flow, not colour. Crucially, when you share these early wires, ask specific questions and provide clear context (as discussed in ‘Reason #4’) to get actionable feedback, not just vague opinions. 4. Polish the Visuals (Mindfully) I only let myself tweak grids, type scales, and shadows after the flow is validated. If progress stalls, or before a major polish effort, I surface the work in a design critique — again using targeted questions and clear context — instead of hiding in version 47. This ensures detailing serves the now-validated solution. Even for something as small as a single button, running these four checkpoints takes about ten minutes and saves hours of decorative dithering. Wrapping Up Next time you feel the pull to vanish into mock‑ups before the problem is nailed down, pause and ask what you might be avoiding. Yes, that can expose an uncomfortable truth. But pausing to ask what you might be avoiding — maybe the fuzzy core problem, or just asking for tough feedback — gives you the power to face the real issue head-on. It keeps the project focused on solving the right problem, not just perfecting a flawed solution. Attention to detail is a superpower when used at the right moment. Obsessing over pixels too soon, though, is a bad habit and a warning light telling us the process needs a rethink.

The recent wave of cyber attacks targeting UK retailers has been a moment of reckoning for the entire retail industry. As someone who went through supporting one of the largest retail breaches in history, this news hits close to home. The National Cyber Security Centre’s (NCSC) call to strengthen IT support protocols reinforces a hard truth: cybersecurity is no longer just a technical/operational issue. It’s a business issue that directly affects revenue, customer trust, and brand reputation. Retailers today are navigating an increasingly complex threat landscape, while also managing a vast user base that needs to stay informed and secure. The recent attacks don’t represent a failure, but an opportunity - an inflection point to invest in stronger visibility, continuous monitoring and a culture of shared responsibility that meets the realities of modern retail. We know that the cyber groups responsible for the recent retail hacks used sophisticated social engineering techniques, such as impersonating employees to deceive IT help desks into resetting passwords and providing information, thereby gaining unauthorised access to internal systems. Employees are increasingly a target, and retailers employ some of the largest, most diverse workforces, making them an even bigger risk with countless touchpoints for breaches. In these organisations, a cybersecurity-first culture is vital to combatting threats. Cybersecurity-first culture includes employees that are aware of these types of attacks and understand how to report them if they are contacted. In order to establish a cybersecurity-first culture, employees must be empowered to recognise and respond to threats, not just avoid them. This can be done through simulation training and threat assessments - showcasing real life examples of threats and brainstorming possible solutions to control and prevent further and future damage. This allows security teams to focus on strategy instead of constant firefighting, while leadership support - through budget, tools, and tone - reinforces its importance at every level. In addition to support workers, vendors also pose a significant attack path for bad actors. According to data from Elastic Path, 42% of retailers admit that legacy technology could be leaving them exposed to cyber risks. And with the accelerating pace of innovation, modern cyber threats are not only more complex, but often enter through unexpected avenues, like third-party vendors. Research from Vanta shows 46% of organisations say that a vendor of theirs has experienced a data breach since they started working together. The M&S breach is a case in point, with it being reported that attackers exploited a vulnerability in a contractor’s systems, not the retailer’s own. This underscores that visibility must extend beyond your perimeter to encompass the entire digital supply chain, in real time. Threats don’t wait for your quarterly review or annual audit. If you're only checking your controls or vendor status once a year, you're already behind. This means real-time visibility is now foundational to cyber defence. We need to know when something changes the moment it happens. This can be done through continuous monitoring, both for the technical controls and the relationships that introduce risk into your environment. We also need to rethink the way we resource and prioritise that visibility. Manual processes don’t scale with the complexity of modern infrastructure. Automation and tooling can help surface the right signals from the noise - whether it’s misconfigurations, access drift, or suspicious vendor behavior. The best case scenario is that security measures are embedded into all digital architecture, utilising a few security ‘must haves’ such as secure coding, continuous monitoring, and regular testing and improvement. Retailers who want to get proactive and about breaches following the events of the last few weeks can follow this action plan to get started: First, awareness - have your security leadership send a message out to managers of help desks and support teams to make sure they are aware of the recent attacks on retailers, and are in a position to inform teams of what to look out for. Then, investigate - pinpoint the attack path used on other retailers to make sure you have a full understanding of the risk to your organisation. After that, assess - conduct a threat assessment to identify what could go wrong, or how this attack path could be used in your organisation. The final step is to identify - figure out the highest risk gaps in your organisation, and the remediation steps to address each one. Strong cybersecurity doesn’t come from quick fixes - it takes time, leadership buy-in, and a shift in mindset across the organisation. My advice to security teams is simple: speak in outcomes. Frame cyber risk as business risk, because that’s what it is. The retailers that have fallen victim to recent attacks are facing huge financial losses, which makes this not just an IT issue - it’s a boardroom issue. Customers are paying attention. They want to trust the brands they buy from, and that trust is built on transparency and preparation. The recent retail attacks aren’t a reason to panic - they’re a reason to reset, evaluate current state risks, and fully understand the potential impacts of what is happening elsewhere. This is the moment to invest in your infrastructure, empower your teams, and embed security into your operations. The organisations that do this now won’t just be safer - they’ll be more competitive, more resilient, and better positioned for whatever comes next. Jadee Hanson is the Chief Information Security Officer at Vanta Read more about cyber security in retail Content Goes Here Harrods becomes latest UK retailer to fall victim to cyber attack Retail cyber crime spree a ‘wake-up call’, says NCSC CEO Retail cyber attacks hit food distributor Peter Green Chilled

Are you in search of a company that resonates with your proactive spirit and entrepreneurial mindset? Your search ends here with Premier Truck Rental! Company Overview At Premier Truck Rental (PTR), we provide customized commercial fleet rentals nationwide, helping businesses get the right trucks and equipment to get the job done. Headquartered in Fort Wayne, Indiana, PTR is a family-owned company built on a foundation of integrity, innovation, and exceptional service. We serve a wide range of industriesincluding construction, utilities, and infrastructureby delivering high-quality, ready-to-work trucks and trailers tailored to each customers needs. At PTR, we dont just rent truckswe partner with our customers to drive efficiency and success on every job site. Please keep reading Not sure if you meet every requirement? Thats okay! We encourage you to apply if youre passionate, hardworking, and eager to contribute. We know that diverse perspectives and experiences make us stronger, and we want you to be part of our journey. Inside Sales Representative (ISR) at PTR is a friendly, people-oriented, and persuasive steward of the sales process. This role will support our Territory Managers with their sales pipeline while also prospecting and cross-selling PTR products themselves. This support includes driving results by enrolling the commitment and buy-in of other internal departments to achieve sales initiatives. The Inside Sales Representative will also represent PTRs commitment to being our customers easy button by serving as the main point of contact. They will be the front-line hero by assisting them in making informed decisions, providing guidance on our rentals, and resolving any issues they might face. We are seeking someone eager to develop their sales skills and grow within our organization. This role is designed as a stepping stone to a Territory Sales Manager (TSM) position, providing hands-on experience with customer interactions, lead qualification, and sales process execution. Ideal candidates will demonstrate a strong drive for results, the ability to build relationships, and a proactive approach to learning and development. High-performing ISRs will have the opportunity to be mentored, trained, and considered for promotion into a TSM role as part of their career path at PTR. COMPENSATION This position offers a competitive compensation package of base salary ($50,000/yr) plus uncapped commissions =OTE $85,000 annually. RESPONSIBILITIES Offer top-notch customer service and respond with a sense of urgency for goal achievement in a fast-paced sales environment. Build a strong pipeline of customers by qualifying potential leads in your territory. This includes strategic prospecting and sourcing. Develop creative ways to engage and build rapport with prospective customers by pitching the Premier Truck Rental value proposition. Partner with assigned Territory Managers by assisting with scheduling customer visits, trade shows, new customer hand-offs, and any other travel requested. Facilitate in-person meetings and set appointments with prospective customers. Qualify and quote inquiries for your prospective territories both online and from the Territory Manager. Input data into the system with accuracy and follow up in a timely fashion. Facilitate the onboarding of new customers through the credit process. Drive collaboration between customers, Territory Managers, Logistics, and internal teams to coordinate On-Rent and Off-Rent notices with excellent attention to detail. Identify and arrange the swap of equipment from customers meeting the PTR de-fleeting criteria. Manage the sales tools to organize, compile, and analyze data with accuracy for a variety of activities and multiple projects occurring simultaneously.Building and developing a new 3-4 state territory! REQUIREMENTS MUST HAVE2+ years of strategic prospecting or account manager/sales experience; or an advanced degree or equivalent experience converting prospects into closed sales. Tech-forward approach to sales strategy. Excellent prospecting, follow-up, and follow-through skills. Committed to seeing deals through completion. Accountability and ownership of the sales process and a strong commitment to results. Comfortable with a job that has a variety of tasks and is dynamic and changing. Proactive prospecting skills and can overcome objections; driven to establish relationships with new customers. Ability to communicate in a clear, logical manner in formal and informal situations. Proficiency in CRMs and sales tracking systems Hunters mindsetsomeone who thrives on pursuing new business, driving outbound sales, and generating qualified opportunities. Prospecting: Going on LinkedIn, Looking at Competitor data, grabbing contacts for the TM, may use technology like Apollo and LinkedIn Sales Navigator Partner closely with the Territory Manager to ensure a unified approach in managing customer relationships, pipeline development, and revenue growth. Maintain clear and consistent communication to align on sales strategies, customer needs, and market opportunities, fostering a seamless and collaborative partnership with the Territory Manager. Consistently meet and exceed key performance indicators (KPIs), including rental revenue, upfit revenue, and conversion rates, by actively managing customer accounts and identifying growth opportunities. Support the saturation and maturation of the customer base through strategic outreach, relationship management, and alignment with the Territory Manager to drive long-term success. Remote in the United States with some travel to trade shows, quarterly travel up to a week at a time, and sales meetingsNICE TO HAVE Rental and/or sales experience in the industry. Proficiency in , Apollo.io , LinkedIn Sales Navigator, Power BI, MS Dynamics, Chat GPT. Established relationships within the marketplace or territory. Motivated to grow into outside territory management position with relocation On Target Earnings: ($85,000)EMPLOYEE BENEFITSWellness & Fitness: Take advantage of our on-site CrossFit-style gym, featuring a full-time personal trainer dedicated to helping you reach your fitness goals. Whether you're into group classes, virtual personal training, personalized workout plans, or nutrition coaching, weve got you covered!Exclusive Employee Perks: PTR Swag & a Uniform/Boot Allowance, On-site Micro-Markets stocked with snacks & essentials, discounts on phone plans, supplier vehicles, mobile detailing, tools, & equipmentand much more!Profit SharingYour Success, rewarded: At PTR, we believe in sharing success. Our Profit-SharingComprehensive BenefitsStarting Day One:Premium healthcare coverage (medical, dental, vision, mental health & virtual healthcare)401(k) matching & long-term financial planning Paid time off that lets you recharge Life, accidental death, and disability coverage Ongoing learning & development opportunitiesTraining, Growth & RecognitionWe partner with Predictive Index to better understand your strengths, ensuring tailored coaching, structured training, and career development. Performance and attitude evaluations every 6 months keep you on track for growth.Culture & ConnectionMore Than Just a JobAt PTR, we dont just build relationships with our customerswe build them with each other. Our tech-forward, highly collaborative culture is rooted in our core values. Connect and engage through:PTR Field Days & Team EventsThe Extra Mile Recognition ProgramPTR Text Alerts & Open CommunicationPremier Truck Rental Is an Equal Opportunity Employer We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law. If you need support or accommodation due to a disability, contact us at PI6e547fa1c5-

Scammers are using AI tools to create increasingly convincing ways to trick victims into sending money, and to access the personal information needed to commit identity theft. Deepfakes mean they can impersonate the voice of a friend or family member, and even fake a video call with them! The result can be criminals taking out thousands of dollars worth of loans or credit card debt in your name. Fortunately there are steps you can take to protect yourself against even the most sophisticated scams. Here are the security and privacy checks to run to ensure you are safe … 9to5Mac is brought to by Incogni: Protect your personal info from prying eyes. With Incogni, you can scrub your deeply sensitive information from data brokers across the web, including people search sites. Incogni limits your phone number, address, email, SSN, and more from circulating. Fight back against unwanted data brokers with a 30-day money back guarantee. Use a password manager At one time, the advice might have read “use strong, unique passwords for each website and app you use” – but these days we all use so many that this is only possible if we use a password manager. This is a super-easy step to take, thanks to the Passwords app on Apple devices. Each time you register for a new service, use the Passwords app (or your own preferred password manager) to set and store the password. Replace older passwords You probably created some accounts back in the days when password rules were much less strict, meaning you now have some weak passwords that are vulnerable to attack. If you’ve been online since before the days of password managers, you probably even some passwords you’ve used on more than one website. This is a huge risk, as it means your security is only as good as the least-secure website you use. What happens is attackers break into a poorly-secured website, grab all the logins, then they use automated software to try those same logins on hundreds of different websites. If you’ve re-used a password, they now have access to your accounts on all the sites where you used it. Use the password change feature to update your older passwords, starting with the most important ones – the ones that would put you most at risk if your account where compromised. As an absolute minimum, ensure you have strong, unique passwords for all financial services, as well as other critical ones like Apple, Google, and Amazon accounts. Make sure you include any accounts which have already been compromised! You can identify these by putting your email address into Have I Been Pwned. Use passkeys where possible Passwords are gradually being replaced by passkeys. While the difference might seem small in terms of how you login, there’s a huge difference in the security they provide. With a passkey, a website or app doesn’t ask for a password, it instead asks your device to verify your identity. Your device uses Face ID or Touch ID to do so, then confirms that you are who you claim to be. Crucially, it doesn’t send a password back to the service, so there’s no way for this to be hacked – all the service sees is confirmation that you successfully passed biometric authentication on your device. Use two-factor authentication A growing number of accounts allow you to use two-factor authentication (2FA). This means that even if an attacker got your login details, they still wouldn’t be able to access your account. 2FA works by demanding a rolling code whenever you login. These can be sent by text message, but we strongly advise against this, as it leaves you vulnerable to SIM-swap attacks, which are becoming increasingly common. In particular, never use text-based 2FA for financial services accounts. Instead, select the option to use an authenticator app. A QR code will be displayed which you scan in the app, adding that service to your device. Next time you login, you just open the app to see a 6-digit rolling code which you’ll need to enter to login. This feature is built into the Passwords app, or you can use a separate one like Google Authenticator. Check last-login details Some services, like banking apps, will display the date and time of your last successful login. Get into the habit of checking this each time you login, as it can provide a warning that your account has been compromised. Use a VPN service for public Wi-Fi hotspots Anytime you use a public Wi-Fi hotspot, you are at risk from what’s known as a Man-in-the-Middle (MitM) attack. This is where someone uses a small device which uses the same name as a public Wi-Fi hotspot so that people connect to it. Once you do, they can monitor your internet traffic. Almost all modern websites use HTTPS, which provides an encrypted connection that makes MitM attacks less dangerous than they used to be. All the same, the exploit can expose you to a number of security and privacy risks, so using a VPN is still highly advisable. Always choose a respected VPN company, ideally one which keeps no logs and subjects itself to independent audits. I use NordVPN for this reason. Don’t disclose personal info to AI chatbots AI chatbots typically use their conversations with users as training material, meaning anything you say or type could end up in their database, and could potentially be regurgitated when answering another user’s question. Never reveal any personal information you wouldn’t want on the internet. Consider data removal It’s likely that much of your personal information has already been collected by data brokers. Your email address and phone number can be used for spam, which is annoying enough, but they can also be used by scammers. For this reason, you might want to scrub your data from as many broker services as possible. You can do this yourself, or use a service like Incogni to do it for you. Triple-check requests for money Finally, if anyone asks you to send them money, be immediately on the alert. Even if seems to be a friend, family member, or your boss, never take it on trust. Always contact them via a different, known communication channel. If they emailed you, phone them. If they phoned you, message or email them. Some people go as far as agreeing codewords with family members to use if they ever really do need emergency help. If anyone asks you to buy gift cards and send the numbers to them, it’s a scam 100% of the time. Requests to use money transfer services are also generally scams unless it’s something you arranged in advance. Even if you are expecting to send someone money, be alert for claims that they have changed their bank account. This is almost always a scam. Again, contact them via a different, known comms channel. Photo by Christina @ wocintechchat.com on Unsplash Add 9to5Mac to your Google News feed.  FTC: We use income earning auto affiliate links. More.You’re reading 9to5Mac — experts who break news about Apple and its surrounding ecosystem, day after day. Be sure to check out our homepage for all the latest news, and follow 9to5Mac on Twitter, Facebook, and LinkedIn to stay in the loop. Don’t know where to start? Check out our exclusive stories, reviews, how-tos, and subscribe to our YouTube channel

Requisition #: 16391 Our Mission: Powering Innovation That Drives Human Advancement When visionary companies need to know how their world-changing ideas will perform, they close the gap between design and reality with Ansys simulation. For more than 50 years, Ansys software has enabled innovators across industries to push boundaries by using the predictive power of simulation. From sustainable transportation to advanced semiconductors, from satellite systems to life-saving medical devices, the next great leaps in human advancement will be powered by Ansys. Innovate With Ansys, Power Your Career. Summary / Role Purpose The User Experience Designer II creates easy and delightful experiences for users interacting with ANSYS products and services. The UX designer assesses the functional and content requirements of a product, develops storyboards, creates wireframes and task flows based on user needs, and produces visually detailed mockups. A passion for visual design and familiarity with UI trends and technologies are essential in this role, enabling the UX designer to bring fresh and innovative ideas to a project. This is an intermediate role, heavily focused on content production and communication. It is intended to expose the UX professional to the nuts-and-bolts aspects of their UX career; while building on presentation, communication, and usability aspects of the design role. The User Experience Designer II will contribute to the development of a new web-based, collaborative solution for the ModelCenter and optiSLang product lines. This work will be based on an innovative modeling framework, modern web technologies, micro-services and integrations with Ansys' core products. The User Experience Designer II will contribute to the specification and design of user interactions and workflows for new features. The solution will be used by Ansys customers to design next generation systems in the most innovative industries (Aerospace and Defense, Automotive, semi-conductors, and others). Location: Can be 100% Remote within US Key Duties and Responsibilities Designs, develops, and evaluates cutting-edge user interfaces Reviews UX artifacts created by other UX team members Utilizes prototyping tools and UX toolkits Creates and delivers usability studies Communicates design rationale across product creation disciplines and personnel Records usability/UX problems with clear explanations and recommendations for improvement Works closely with product managers, development teams, and other designers Minimum Education/Certification Requirements and Experience BS or BA in Human-Computer Interaction, Design Engineering, or Industrial Design with 2 years' experience or MS Working experience with technical software development proven by academic, research, or industry projects. Professional working proficiency in English Preferred Qualifications and Skills Experience with: UX design and collaboration tools: Figma, Balsamiq or similar tools Tools & technologies for UI implementation: HTML, CSS, JavaScript, Angular, React Screen-capture/editing/video-editing tools Adobe Creative Suite Ability to: Smoothly iterate on designs, taking direction, adjusting, and re-focusing towards a converged design Organize deliverables for future reflection and current investigations Communicate succinctly and professionally via email, chat, remote meetings, usability evaluations, etc. Prototype rapidly using any tools available Knowledge of Model Based System Engineering (MBSE) or optimization is a plus Culture and Values Culture and values are incredibly important to ANSYS. They inform us of who we are, of how we act. Values aren't posters hanging on a wall or about trite or glib slogans. They aren't about rules and regulations. They can't just be handed down the organization. They are shared beliefs - guideposts that we all follow when we're facing a challenge or a decision. Our values tell us how we live our lives; how we approach our jobs. Our values are crucial for fostering a culture of winning for our company: • Customer focus • Results and Accountability • Innovation • Transparency and Integrity • Mastery • Inclusiveness • Sense of urgency • Collaboration and Teamwork At Ansys, we know that changing the world takes vision, skill, and each other. We fuel new ideas, build relationships, and help each other realize our greatest potential. We are ONE Ansys. We operate on three key components: our commitments to stakeholders, our values that guide how we work together, and our actions to deliver results. As ONE Ansys, we are powering innovation that drives human advancement Our Commitments:Amaze with innovative products and solutionsMake our customers incredibly successfulAct with integrityEnsure employees thrive and shareholders prosper Our Values:Adaptability: Be open, welcome what's nextCourage: Be courageous, move forward passionatelyGenerosity: Be generous, share, listen, serveAuthenticity: Be you, make us stronger Our Actions:We commit to audacious goalsWe work seamlessly as a teamWe demonstrate masteryWe deliver outstanding resultsVALUES IN ACTION Ansys is committed to powering the people who power human advancement. We believe in creating and nurturing a workplace that supports and welcomes people of all backgrounds; encouraging them to bring their talents and experience to a workplace where they are valued and can thrive. Our culture is grounded in our four core values of adaptability, courage, generosity, and authenticity. Through our behaviors and actions, these values foster higher team performance and greater innovation for our customers. We're proud to offer programs, available to all employees, to further impact innovation and business outcomes, such as employee networks and learning communities that inform solutions for our globally minded customer base. WELCOME WHAT'S NEXT IN YOUR CAREER AT ANSYS At Ansys, you will find yourself among the sharpest minds and most visionary leaders across the globe. Collectively, we strive to change the world with innovative technology and transformational solutions. With a prestigious reputation in working with well-known, world-class companies, standards at Ansys are high - met by those willing to rise to the occasion and meet those challenges head on. Our team is passionate about pushing the limits of world-class simulation technology, empowering our customers to turn their design concepts into successful, innovative products faster and at a lower cost. Ready to feel inspired? Check out some of our recent customer stories, here and here . At Ansys, it's about the learning, the discovery, and the collaboration. It's about the "what's next" as much as the "mission accomplished." And it's about the melding of disciplined intellect with strategic direction and results that have, can, and do impact real people in real ways. All this is forged within a working environment built on respect, autonomy, and ethics.CREATING A PLACE WE'RE PROUD TO BEAnsys is an S&P 500 company and a member of the NASDAQ-100. We are proud to have been recognized for the following more recent awards, although our list goes on: Newsweek's Most Loved Workplace globally and in the U.S., Gold Stevie Award Winner, America's Most Responsible Companies, Fast Company World Changing Ideas, Great Place to Work Certified (China, Greece, France, India, Japan, Korea, Spain, Sweden, Taiwan, and U.K.).For more information, please visit us at Ansys is an Equal Opportunity Employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, veteran status, and other protected characteristics.Ansys does not accept unsolicited referrals for vacancies, and any unsolicited referral will become the property of Ansys. 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html PUBLIC "-//W3C//DTD HTML 4.0 Transitional//EN" "http://www.w3.org/TR/REC-html40/loose.dtd" The 2025 Serpentine Pavilion has opened to the public today, on 6 June, in London's Kensington Gardens. Named A Capsule in Time, the pavilion, designed by Bangladeshi architect and educator Marina Tabassum and her firm, Marina Tabassum Architects (MTA), the design discusses the permanent and ephemeral aspects of the commission. The Serpentine Pavilion will be on view in London's Kensington Gardens from June 6th to October 26th, 2025.The pavilion, which runs along the park's north-south axis, has a center court that lines up with Serpentine South's bell tower and an elongated capsule-like shape. The building, which consists of four wooden sculptures with a translucent façade that diffuses and dapples light as it enters the room, was inspired by summer park visitors and arched garden canopies that filter warm daylight through verdant greenery. A kinetic component that allows one of the capsule forms to move, link, and change the Pavilion into a new area is essential to Tabassum's design.Drawing inspiration from the history and architectural heritage of South Asian Shamiyana tents or awnings, Tabassum's design emphasizes the sensory and spiritual possibilities of architecture through scale and the interaction of light and shadow. Made of cloth and held up by bamboo poles, these structures serve a similar dynamic purpose and are frequently set up for outdoor events and festivities. The potential to bring people together through dialogue, networking, live events, and public gatherings is welcomed by Tabassum's Pavilion's openness.In keeping with Dame Zaha Hadid's philosophy of pushing the limits of architecture, Tabassum's Pavilion will commemorate the 25th anniversary of this groundbreaking project.Like many of Tabassum's earlier projects, the Pavilion is built around a semi-mature Ginkgo tree, a climate-resilient tree species that dates back to the early Jurassic Period. It takes into account the threshold between inside and outside, the tactility of material, lightness and darkness, height and volume. The leaves of the Gingko tree will gradually change from green to a brilliant gold-yellow color during the summer and into the fall. The choice of a gingko was motivated by the species' demonstrated climate change resistance and its contribution to Kensington Gardens' varied treescape. After the Pavilion closes in October, the species—which is immune to many modern pests and diseases—will be transplanted in the park.Tabassum elaborates on her idea for the Pavilion to serve as a multipurpose area where guests can congregate and bond via dialogue and information exchange in an age of growing censorship. The books that Tabassum and her colleagues at MTA have put together honor the diversity of Bangladesh, Bengali literature, poetry, ecology, and culture. It is housed on shelves that are integrated into the building and references the Pavilion's afterlife, which is a library that is accessible to everyone and is no longer located on Serpentine's lawn.“The Serpentine Pavilion celebrates the London summer—a time to be outdoors, connecting with friends and family in Kensington Gardens. We want to celebrate the tradition of park-going. "On a sunny day, the play of filtered daylight through the translucent facade draws on the memory of being under a Shamiyana at a Bengali wedding. Built from bamboo and decorated cloth, Shamiyanas convene hundreds of guests on any occasion," said Marina Tabassum, Architect, Marina Tabassum Architects (MTA). The Serpentine Pavilion offers a unique platform under the summer sun to unite as people rich in diversity. How can we transcend our differences and connect as humans?.""The Serpentine Pavilion offers a place where people of diverse backgrounds, ages and cultures can come together under one roof and call for action, facilitating dialogues that expand our boundaries of tolerance and respect," Tabassum added."We are thrilled to be working with Marina and her team on this year's Pavilion. The project, with its tight timescales and unique engineering challenges, is always particularly rewarding for our team of engineers and project managers," said Jon Leach, Director of AECOM. "Celebrating our thirteenth year on the Pavilion, it is fantastic to work with the Serpentine and the entire team once again to bring this year's design to life," Leach added.In 2024, architect, researcher and educator Marina Tabassum was named as the world's most influential architects in the 2024 TIME100 Next List by TIME Magazine. In 20216, Tabassum was awarded the Aga Khan Award for Architecture with Bait Ur Rouf Mosque, Dhaka, Bangladesh.Founded in 2005 after Tabassum's ten-year partnership with URBANA, Marina Tabassum Architects has created environmentally, politically, and socially concerned architectural designs. MTA carries out research on environmental deterioration in Bangladesh, a country particularly susceptible to the effects of climate change, in addition to buildings situated in Dhaka, the surrounding areas, and other regions of the country.All images © Iwan Baan, courtesy of Serpentine.> via Serpentine Galleries