From Client Satisfaction to Stakeholder Collaboration: My Journey to Driving Product Impact.

As a market researcher, “client satisfaction” was always front and center. This mindset empowered clients but often meant tailoring the research process to fit their specific needs. Research became a supportive tool—offering valuable insights, but not necessarily driving product development, especially in sectors like FMCG, retail, and consumer durables.

There’s nothing wrong with this approach, but over time, it shaped how researchers like me engaged in the process. We became less vocal about our perspectives on product growth, and in some ways, we muted one of our core strengths: questioning the status quo.

Fast forward to today, where user-centric products and experiences are at the forefront. Research is now expected to play a much larger role in product development. Researchers are asked to collaborate cross-functionally, have a point of view, and influence product decisions. But here’s the catch: unlike design, which is slowly carving out formal roles in organizations, research doesn’t have as clear a path. There’s no standardized degree program—just short courses or small modules in some colleges. So who’s stepping up as user researchers?

The answer? People transitioning from design, those taking online courses, or researchers like me—shifting from market research to user research. And today, I’m focusing on my story. How did my market research background hold me back initially, and how did I adapt to meet new expectations?

The Gap: From Client Pleasing to Product Partnering

When I transitioned into user research eight years ago, I encountered a major challenge. There was a noticeable gap between how I contributed in meetings and what was expected of me. I realized quickly that bridging this gap wasn’t just about understanding the new environment; it required a fundamental shift in how I approached my role.

For a long time, I saw product managers as “clients” to be satisfied, not as equal partners in product development. By prioritizing stakeholder satisfaction over the integrity of the research, I unintentionally diminished the value of my work. And here’s the thing—this dynamic wasn’t set in stone. It was something I had the power to change, starting with my mindset.

Ownership Is Taken, Not Given

The first major lesson I learned was that ownership is not something you’re handed—it’s something you take. I had to immerse myself in the product, understand it inside and out, and see myself as a key player in its success.

Once I made that shift, everything else followed. I wasn’t doing research “for” someone else. I was contributing to the product’s success, just like the product managers and designers. This mindset was crucial in helping me feel more like an equal partner and less like a service provider.

Earning a Seat at the Table

But taking ownership was just the first step. The next challenge was earning my place at the table with PMs, designers, and other decision-makers. This wasn’t easy—it took self-reflection, trial and error, and a lot of persistence.

I often found myself asking, “Why won’t they listen to me?” But it wasn’t just about having the right answers. It was about how I framed my insights and positioned my research in the broader context of product development. Over time, by adjusting how I engaged in discussions and how I positioned my work, I began to see a shift in how others perceived my value.

Key Strategies for Earning Trust and Influence

Here are a few strategies that helped me along the way. I hope they can help others who are navigating the transition from a supporting role to an equal voice in the product development process.

1. Confidence is Key

If you don’t believe in what you’re saying, no one else will. Early on, I made it a point to speak with confidence. I realized that my insights were just as valuable as those of anyone else in the room. Confidence changes how others perceive your expertise.

2. From “Yes” Mode to “Why” Mode

Reframe how you view stakeholders. Instead of seeing them as clients, see them as partners with the shared goal of creating a successful product. By shifting from always saying “yes” to asking “why,” you open up room for deeper conversations. Challenge assumptions, but do so constructively and thoughtfully. This helps others think critically and appreciate the value of your insights.

3. Own Your Expertise

Research isn’t just about supporting decisions—it’s about guiding them. By asserting the strategic importance of research, I shifted from being seen as a data provider to being viewed as a decision influencer. Researchers bring unique insights that can shape the product’s direction. Own that.

4. Trust Through Consistency

Trust doesn’t happen overnight. It’s built through consistently delivering valuable insights. I immersed myself in the product, engaged in discussions, and contributed both formally and informally. Whether through a quick dipstick study or desk research, being proactive demonstrated my commitment and value to the team.

5. Engage Early and Often

Don’t wait for stakeholders to come to you. Actively seek out opportunities to contribute early in the process. This not only ensures your insights are more impactful but also signals to others that you are invested in the product’s success.

6. Advocate for the User

Remember, as researchers, we are the voice of the user. Reframe your role from “satisfying stakeholders” to “advocating for users.” This will naturally align you with the broader goal of creating user-centric products.

It’s Okay to Fail—Learn and Move On

Let go of the pressure to always produce groundbreaking insights. Not every research study will yield huge findings, and that’s okay. What matters is that you design the research well and learn from every experience. Just as not every decision a PM makes leads to success, not every study will be a home run. But that doesn’t mean it’s not valuable.

Failure is part of the learning curve. Don’t beat yourself up over minimal findings. Learn, adapt, and move forward. There’s always something to gain, even from studies that don’t produce major insights.

Final Thoughts: Preparation Meets Opportunity

Change starts from within. If you want a seat at the table, you need to prepare for it. Bridge your knowledge gaps, whether it’s in technology, product, or process. Confidence without preparation is hollow. By preparing well, you’ll find yourself contributing more meaningfully.

The transition from “client satisfaction” to having an equal voice at the table isn’t immediate, but it’s entirely possible with the right mindset and perseverance. By embracing ownership, speaking confidently, and positioning yourself strategically, you can shift from playing a supporting role to leading the conversation.

I’d love to hear from other researchers: How have you navigated stakeholder management and shifted your role within your organization? Let’s keep this conversation going!