Hey and welcome back to a new week!

I’m at Hatch conference this week hosting a roundtable on how to train the next generation of designers (that’s YOU)! I’m obviously super excited and honored.

On another note I want to point out that there are LOADS of new internships posted over on Open Doors. If you are already hunting for 2027 (or winter this year) I’d absolutely give that a look!

In this issue:

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When people say they hate networking, they usually do not hate talking to people.

They hate the version of networking that feels fake: sending a message because you need a job, asking a stranger for a referral, or trying to make one conversation carry the weight of your entire job search.

Fair enough. That version is exhausting.

The better version is much simpler. Networking is not a shortcut. It is a long game.

The best professional relationships usually start long before there is a role to apply for. They grow through small, normal interactions: a thoughtful message, a shared interest, a useful conversation, a bit of encouragement, or simply recognising someone’s work over time.

That is what makes networking difficult. It cannot be forced on your deadline.

It also makes it far less mysterious than people think.

You do not need a spreadsheet of 200 dream companies. You also do not need to message everyone who has “Product Designer” in their LinkedIn title.

Pick a few companies whose work, product, or mission you find genuinely interesting. Then look for people there who seem relevant: ideally designers, but product managers, researchers, engineers, or other adjacent people can be great connections too.

Your first goal is not to get something from them.

Your goal is to have a real reason to start a conversation.

Look at what they have shared recently. Maybe they posted about a promotion, a project launch, a talk, a side project, or something they learned. Maybe you have used the product and noticed something thoughtful about it. Maybe their path into design resembles yours.

You do not need a genius opener. You just need to be specific, normal, and respectful.

That is not a trick. It does not demand a response. It gives the person something real to respond to if they want to.

And often, they will not. That is okay.

People are busy. Some barely use LinkedIn. Some do not check their DMs. A non-response does not mean your message was bad or that you did something wrong.

Networking only becomes unbearable when every interaction has to “work.”

The most useful mindset is simple:

Put yourself out there with no immediate expectation.

That does not mean pretending you are not looking for a job. It means not making someone you barely know responsible for fixing your job search.

If a conversation develops naturally, you can absolutely say that you are exploring roles in the field. You can explain what interests you about their company or area of work. Over time, you might ask how they approached their own move, what skills matter on their team, or what they wish more applicants understood.

That is very different from opening with:

A referral is not a small favour. It is someone putting their name next to yours. Most people cannot do that responsibly for a stranger, especially if they have not seen enough of your work or do not know how you think.

Do not put them in that position.

Build the relationship first. If an opportunity comes later, you have a much more natural way to reconnect:

That gives them room to help without demanding a referral. And if they know you, like your work, and want to refer you, they can offer.

Networking does not only mean finding people who are ahead of you.

The people at a similar stage of their careers are often the ones who understand your situation best. They can share leads, trade feedback, tell you about events, keep you motivated, and eventually move into companies you may want to know about.

Worst case, you have people around you who understand how hard the search can be.

Best case, those relationships create genuine opportunities years later.

If you live in a larger city, go to events. You do not have to work the room like a salesperson. Go consistently, have a few good conversations, and let people get to know you over time.

If local events are limited, join online communities, attend virtual talks, take part in portfolio reviews, or engage with people whose work you respect. The format matters less than showing up regularly.

This is where people often panic and undo the patient approach.

A role opens. Hundreds of applicants message the hiring manager or someone on the team. Most messages are forgettable because they are generic, demand an answer, or ask questions that are already answered in the job description.

I saw this firsthand when we were hiring for a product design role.

People would send a direct message asking basic questions about the role—questions they could have answered by reading the listing. Others would ask for a referral immediately, without a conversation, without context, and without giving me any reason to feel confident putting my name next to theirs.

The problem was not that they wanted the job. The problem was that they treated a stranger like a shortcut.

The best interaction was completely different.

Someone asked whether they could ask a quick question. Then they asked something genuinely thoughtful—something that was not in the job description and showed they had thought about the role. I answered. They thanked me, said the conversation helped them decide to apply, and left it there.

No referral request. No pressure. No awkward follow-up.

I looked at their work afterwards. It was strong. I referred them myself.

Will that happen every time? Of course not.

But it is the approach with the best chance of creating a real connection: be respectful, do your homework, ask a question worth answering, and let the conversation be enough.

Instead, be curious. Be specific. Be patient.

Networking is not about collecting contacts. It is about becoming a familiar, thoughtful person in the small corner of the industry you want to be part of.

That takes time.

The good news is that time is exactly what makes it work.

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Giang Tran is a product and visual designer studying at the University of Waterloo, a school that keeps producing some of the strongest early-career designers I come across.

Her portfolio points firmly toward startups. It contains early-stage ventures, small teams, zero-to-one products, fast decisions, and projects where a designer has to work far beyond a narrow set of responsibilities.

Giang appears comfortable in that environment. She pairs complex B2B product work with branding, consumer experiences, AI, and self-initiated projects, giving founders plenty of reasons to keep looking.

Let’s take a closer look at what makes the portfolio work and where Giang could push it further.

That’s it for this week—thanks so much for the support! ♥️

Do you want your own portfolio reviewed in-depth with a 30-minute advice-packed video portfolio review? Look no more. I do offer these as an async service you can book directly with me here.

Keep kicking doors open and see you next week!
- Florian