All new products start with a truth. That is a genuine need. Creative teams can create a whole range of concepts, but only once the insight has been boiled down to a clear brief.

Hackathons and rapid innovation sessions have fueled the hypothesis that new products can be created in 24 hours, yet they rarely deliver anything of lasting value because they are not built upon primary data.

We believe this insight collection is an always-on process and best made when the marriage of usage and in-flight voice of the customer is paired with how the organisation is delivering the service.


Verbatim gathered from customer satisfaction surveys, either online, after a store visit or simply via a postal questionnaire creates a sample stream to dip into. Overlay months of data and patterns emerge, which can be investigated further by data analytics.



Understanding how people go about delivering the current experience is best captured through a shadow. Collecting evidence and seeing how it creates the customer experience that doesn’t live up to what the customer expects can help us understand why.

We design bespoke workshops to facilitate the confession – a process where people can talk confidentially about the tools they are lacking and how they need to work around the organisational process.


User stories can be written to systematically answer the issues highlighted in the Insight Generation process. Where appropriate features that create a useful habit for the consumer are weaved in with an approach that products should always be useful and as delightful as possible.

We create visual prototypes for customer research, from a simple guerilla test with an SUS survey to a fully developed rich feature set and a lab environment. By the end of the process, we know which features people can’t live without.



Reducing friction is a core technique used on all Retail platforms, whether the digital tool is used remotely or in store. Finding the one thing that makes consumers stop, think and a reason to not continue is the sweetspot of design. This can range from where to login in the journey, localise the site or the exact call to action label for checkout.

Previous relationships include: Argos, Asda, British Gas, Falabella, Miss Selfridge, Morrisons

In a category that has steel walls between sales and service the core challenge is designing new products that bridge this gap and encourage behavioural change in the front line staff. Valable services that break down these walls lead to high revenues, higher customer satisfaction and most importantly repeat business.

Previous relationships include: Europcar, Volkswagen UK, Honda

Putting the customer first sounds so obvious but with proprietary systems for order management and fault handling creating change can be very challenging. Data informed design makes the case for reinvention of ‘how it’s always been’ to one that places the customer at the heart of the experience.

Previous relationships include: BT, O2, KPN, Vodafone, Openreach