Daily emails so far...

An accessibility audit identifies problems, you still need to decide what to fix and when.

Before relying on a workaround, check whether it works and who has to do the extra work.

"Is it done" can mean missing evidence, unclear expectations or permission to ship unfinished work.

Accessibility belongs in the definition of done. There is no definition of good enough.

A lack of complaints tells you little about whether people can actually use your product.

In Issue 116 of Access Denied, Gary looks on the plus side of missing keyboard navigation.

A long accessibility backlog needs more than a priority label.

A shrinking accessibility backlog can signal progress, but you also need to know what was fixed and how.

Understanding whether accessibility is improving means looking at what patients can actually do.

Unanswered product questions become hidden development work.

New information helps teams decide what needs to change and what can stay.

A good handover makes it easy to revisit earlier decisions without putting everyone in every meeting.

In Issue 115 of Access Denied, Gary fixes the calendar but not the experience.

Polished designs can hide unanswered questions. Making those questions visible helps teams plan the work before development starts.

An accessible component helps, but teams also need to check whether people can complete the task without unnecessary effort.

Technical choices belong with the people doing the work. Choices that change who can use a feature need a wider conversation.

Accessibility issues found late often start with earlier product decisions.

Accessibility can belong to the whole team, but each decision still needs someone responsible for moving it forward.

When accessibility depends on one person speaking up, product quality changes with every team and every release.

In Issue 114 of Access Denied, Gary thinks opening tickets for accessibility is a good default.

Teams make more consistent accessibility decisions when clear expectations and useful defaults are already part of their work.

When accessibility problems keep returning, the pattern can tell product leaders where teams need better support.

When an accessibility issue appears, find the earliest moment the team could have caught it without adding another approval step.

Accessibility support should help teams make better decisions themselves, without waiting for an expert to approve every detail.

Teams need clear expectations, useful defaults and support when choices get difficult.

Listening helps me understand a decision.

In Issue 113 of Access Denied, Gary first needs someone to blame before accessibility can be fixed.

How I ask teams about inaccessible work without turning the conversation into blaming.

Understanding why a team made an inaccessible decision helps me challenge it in a way that leads to better work.

Why I try to understand a team's decisions before offering accessibility advice, even when I think I know the answer.