Case Studies
Real engagements, sorted by the question that started them.
Automotive, healthcare, fintech, telecom. Different industries, same pattern: a team stuck on something specific, and research built to answer exactly that.
Research before the roadmap locks.
For product leaders deciding what to build next, before the budget's spent.
Automotive Ecosystem Research
New leadership, a major technology bet on the table, and three customer groups that had never been studied together. We spent nine months mapping the whole ecosystem before anyone committed to building anything.
Small Business Customer Discovery
Three studies with small business owners over 18 months. One of them flipped the client's core assumption. Research is only useful when it's honest enough to tell you you're wrong.
Non-User Discovery for a Cloud Storage Platform
14 interviews. 627-person survey. Two audience segments with meaningfully different needs. A mixed-methods study that mapped exactly what happens in the moment someone receives a file.
In-Home Contextual Inquiry: Gaming Accessories
Survey data told them what customers said they cared about. We went to their homes to see what they actually did. Those are rarely the same thing.
Find the real problem, not the loudest theory.
For teams with a product already in market that isn't landing the way it should.
Iterative Usability Research for a Mobile Leadership App
Six rounds of usability research across five app modules. Roughly 45 sessions. The kind of iterative testing that actually moves a product forward instead of just checking a box.
Consumer Genomics Usability Research
They had solved the science. They hadn't solved the communication. Those are two very different problems.
Concept Testing for a Financial Product
The client wanted focus groups. Focus groups are a bad way to test anything you actually care about. We fixed the method, got cleaner data, and executives greenlighted the product.
Map the experience before you commit to changing it.
For ops and CX leaders managing an experience that grew faster than it was designed.
Service Design and Journey Mapping: National Telecom Provider
Business customers were frustrated. Internal teams had three different theories about why. Three journey workstreams, 32 interviews across five markets, and eight employee workshops later, everyone was working from the same picture.
Internal Journey Mapping and Capability Building: HP
You can't automate a process you don't understand. Before anyone talked about technology, someone needed to map what was actually happening inside HP's commercial support operation.
A few of the teams I've worked with
Seen enough?
Which question are you stuck on?
Every one of these started with a single conversation about a question a team couldn’t answer alone.
Atlanta-based, other places as needed