GARY SZASZIK
Budapest, Budapest, Hungary
450 Követői
427 Kapcsolatok
450 Követői
427 Kapcsolatok
Rólunk
Hey, I'm Gary, web/UX designer for defense, aerospace, and security companies. I build…
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Tevékenység
450 Követői
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GARY SZASZIK közzétette eztA cybersecurity SaaS company can have a great product and still lose users before they ever sign up. Most have shipped new products, added new capabilities, maybe expanded into entirely new offerings since the site went live. None of that makes it onto the page. A user researching them today is looking at a company frozen a few years back. If your site still describes what you did two years ago, you're selling users on a company that doesn't exist anymore.
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GARY SZASZIK közzétette eztA cybersecurity client we worked with last year just came back. We built their site about a year ago. Now they want a few case study pages added to it, plus a hub to tie them together. Nothing broke, nothing needed fixing. They just have more proof to show now and wanted it built into the same site. Good sign when a client expands the site instead of replacing it.
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GARY SZASZIK közzétette eztMost cybersecurity companies have the same problem with their website. The product is sophisticated. The team has the compliance certifications, the technical depth, the enterprise contracts that took years to earn. Then a prospect lands on the website and it looks like a template from 2012: dense paragraphs, stock photos of someone pointing at a screen, a nav bar with nine items nobody clicks. In an industry where trust is the entire sale, that mismatch costs you deals before a call ever gets booked. Here's what I keep telling founders in this space: your website isn't a brochure, it's the first capability demonstration a prospect sees. If it looks outdated, they assume the company is too, even when the tech inside is years ahead of what's on screen. Fixing this isn't about a redesign for the sake of "modern." It starts with rebuilding the information architecture around the actual pain points your buyer has, then building up from there. Structure first, polish second.
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GARY SZASZIK megosztotta eztSame Halden concept, two reads. Light feels closer to a compliance dashboard, calm and audit-ready. Dark leans into the always-on network monitoring feel. Curious which one signals "critical infrastructure" faster to you.
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GARY SZASZIK megosztotta eztHero concept for a critical infrastructure and DDoS mitigation company, exploring how a security firm can look credible and modern when its website is the main thing buyers judge it on. For companies in this space the site isn't a catalogue, it's the credibility test. A partner or procurement lead often forms their first real impression of you there, before a single call. So it has to signal reliability, scale, and seriousness in seconds. This concept leans on that: restrained layout, confident typography, and a treatment that feels like it belongs to the digital world these companies operate in.
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GARY SZASZIK megosztotta eztMost aerospace and defence companies think their website has to look complicated to look credible. It's usually the opposite. I designed this concept for a boutique sailplane maker to test one idea, how much can you strip away before a premium engineered product stops feeling premium? Turns out, a lot. One aircraft. One line. Open sky. No feature grid, no spec dump, no stock-photo clutter. The restraint is the message. When the product is the craft, the design gets out of the way and lets it breathe. Confidence reads as premium. Noise reads as insecurity. That's true for a sailplane, and it's true for a company building far less elegant things.
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GARY SZASZIK megosztotta eztHero concept for a critical infrastructure and DDoS mitigation company, exploring how a security firm can look credible and modern when its website is the main thing buyers judge it on. For companies in this space the site isn't a catalogue, it's the credibility test. A partner or procurement lead often forms their first real impression of you there, before a single call. So it has to signal reliability, scale, and seriousness in seconds. This concept leans on that: restrained layout, confident typography, and a treatment that feels like it belongs to the digital world these companies operate in.
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GARY SZASZIK kedvelte eztGARY SZASZIK kedvelte eztEvery designer has done that slide. The one where the swoosh represents growth and the circle represents community. I did it for years. The client nods, everyone likes it, and then nobody opens that slide again. With Noxtua we started somewhere else. We came out of the branding workshop with three things the client actually cared about: wisdom, security, connection. So the mark got an owl, a shield and a bridge. But honestly, that part was the easy one. The harder question was what happens to those three ideas after the logo gets approved. And the answer was that each shape had to work on its own, outside the mark, and build a system. Now the meaning is not a slide. The team uses those shapes every week, in posters, in decks, in ads.
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GARY SZASZIK kedvelte eztGARY SZASZIK kedvelte eztA few weeks back, I wrote a blog posts about how we at Polar invented a new kind of Design System. One that aim to make it impossible for an LLM Agent to express an off-brand decision. It's early, so take this as a direction rather than a verdict. But the reviews are already starting to feel different. We used to review generated UI for style drift: wrong gray, wrong spacing, forgotten dark mode, a stray arbitrary value. Not every developer at Polar is familiar with the design system and UX standards, and neither should they be. More of that is now correct by construction, so the conversation shifts toward behavior and layout. The LLM isn't being trusted to know our palette. It is being handed a vocabulary where most of the words it can say are the right ones. This post is the first in a series of what it takes to build a billing platform for the intelligence era. Read it → https://lnkd.in/ePgA3-R3
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GARY SZASZIK kedvelte eztGARY SZASZIK kedvelte eztTeaching self-driving cars to drift and other racing tricks: another (cool!) way to save lives. 🏎️💨❯❯🚗😎 Automotive autonomous driving researchers Prayag Sharma, Jonathan Y.M. Goh, and Franck Djeumou published research last month that I had been waiting for for so long! They were teaching an autonomous car (a Lexus LC 500) to drive aggressively and even drift! In some cases, aggressive emergency maneuvers or dangerous driving are the only ways to try to prevent a collision or save lives. So the authors worked on creating a helper for self-driving cars to calculate the safest way to do so! For now, the public part of the research presents the concept and successful simulation results, but keeping in mind that this research was sponsored by Toyota, I expect more interesting things are already happening in the lab. Racing and drifting autonomous cars... Wow, this will be an interesting future! Enjoy the read, but please keep in mind that it has a lot of heavy math in it :) More details: Reference-Free, Long-Horizon Trajectory Optimization for Aggressive Autonomous Driving in Milliseconds [PDF]: https://lnkd.in/dsX8_ehx Video PoC details [GDrive]: https://lnkd.in/dnpqeb_C #autonomous #selfdriving #drift #racing #speed #robotaxi #hacking #training #driving #future #safety #Toyota #Lexus #travel #carmageddon
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GARY SZASZIK kedvelte eztGARY SZASZIK kedvelte eztA while ago a post-Series A CTO shared his plans with me, "We'll promote our best engineer to lead. If it doesn't work out, we can always move them back to an IC." No, you can't. Rollbacks are delayed resignations - almost always. They moved forward anyway, and six months after the promotion, it was clear the role wasn't working, so they reverted the engineer to a Principal IC. Six weeks later, he resigned entirely, because the public step down made it impossible to stay in the team he had just tried to lead. The CTO failed a management trial AND lost his strongest builder permanently. So he got back to me and we unpacked what happened. No blame on the skill or training - mentorship can be bought, and management mechanics can be taught. The failure happened because the engineer never actually wanted to manage people. He accepted the promotion because it felt like the only way to level up. Intrinsic desire to manage is the only real predictor of success here and it's completely invisible in standard interview loops. When you treat a promotion as an experiment, you pull your top builder off production and make an irreversible bet on a variable you haven't measured. Test desire before crossing the line. Give them a temporary audition (like covering a lead's leave or running a single project) and see if they gravitate toward people or run back to code. More importantly, build a real Staff/Principal track so management isn't the default tax for career growth. Are your engineers choosing management because they want to lead people, or because your org gives them no other choice?
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