Michael Winnick
Michael Winnick — CEO at dscout. Talks and sessions delivered at UXDX.
CEO
Michael Winnick is the CEO of Dscout, a pioneering user research platform he founded in 2014. Under his leadership, Dscout has become indispensable for leading organizations seeking to understand the evolving needs and behaviors of their key stakeholders: their end users. Prior to establishing Dscout, Michael served as Managing Partner of Gravitytank, a design and innovation firm acquired by Salesforce in 2018. He completed graduate coursework at IIT’s Institute of Design and earned his undergraduate degree from Stanford University.
Past talks
2 talks · 1 event
Should Product and Engineering Sit Under One Leader?
This session examines two opposing views on unifying product and engineering under a single CPTO. One side argues that combining functions removes friction, clarifies priorities and strengthens customer focus. The other side argues that separating product and engineering creates healthier tension, clearer ownership and better technical depth. Drawing on Ellen’s experience stepping into a unified CPTO role at Synctera, and Deb Kawamoto’s experience at Vanta leading through hypergrowth, shifting design into a more strategic role, and navigating blurred ownership across AI, data, product and engineering, the debate challenges assumptions about alignment, autonomy and organisational design. Together, they will explore what happens when traditional boundaries stop reflecting how modern teams actually build. Debate Outcomes: - Compare the benefits and risks of unifying product and engineering under one leader. - Explore how ownership shifts when teams are building across AI, data, compliance and product at the same time. - Understand how customer problem ownership can support or undermine functional clarity. - Gain insight into when organisational unity accelerates delivery and when it creates new bottlenecks. - Consider how strategic design leadership can reshape decision-making in cross-functional teams.
The Risk of Moving Fast in the Wrong Direction
AI increases speed. Boards love speed. Investors love speed. But speed without validation creates expensive mistakes at scale. AI has collapsed the time between idea and execution. Teams can generate concepts, prototypes, and even fully functional experiences in days. But acceleration increases risk. Assumptions scale faster. Confident decisions are made on thinner evidence. In an AI-driven product environment, the real risk is not moving too slowly. It is moving quickly in the wrong direction. How do leaders ensure customer truth keeps pace with technical velocity? How do you prevent beautifully executed irrelevance? What does rigorous discovery look like when iteration cycles shrink dramatically? This session explores how leading product organizations balance acceleration with evidence to protect long-term advantage. This speaks directly to business risk and capital allocation. Very executive.
