Uncovering what actually matters to clients and their customers.
A lot of experience work optimises what’s easy to see. Journey maps get smoother, NPS scores go up, onboarding gets friendlier, interfaces get cleaner… and none of it moves the number the business actually cares about.
That gap between visible improvement and commercial outcome is usually a sign that the work started with the experience rather than with what’s actually driving the choice underneath it.
Our customer research informs digital design, CX strategy, and customer experience improvements, and ensures our clients’ organisations are truly customer-driven.
Our approach to experience design applies wherever behaviour needs to be understood before it can be improved.
Our core experience design services are customer experience, employee experience and user experience.
We use Jobs to understand customer choice, then build a performance framework from that understanding. Classic CX practice, including journey mapping, user research, and co-design, is then directed at the dimensions named in the framework, not at the experience in general.
If your CX programme doesn’t start with what drives customer choice, it’s starting in the wrong place. It’s the discipline of choice first, experience later.
We call this Causal CX, and it’s how we make sure your CX investment starts where it should.
We use exploratory research, not primarily focused on ‘who’ did something, or ‘what’ they did – but on ‘why’. Why they want it and why they make the choices they make.
It gets underneath the surface and exposes the deep functional, social and emotional Jobs that are the causal drivers behind their choices and behaviours.
Examples of human centred experience design at work across our client base.
For CX professionals who want the thinking behind the practice, not just the service description.
When budgets are tight, the highest-return growth move is often optimising what you already sell. Here’s how Jobs to Be Done identifies the improvements that will actually drive customer choice.
NPS remains a useful sentiment gauge – but it cannot tell you what to change, reliably predict what customers will do, or explain what drives growth. Here’s what a causal layer beneath it looks like, and why most CX programmes need one.
Most teams pick their next improvement by gut feel or loudest complaint. This framework makes prioritisation explicit, comparable and defensible – and grounded in what customers actually value.
Asking customers what they think of your product ideas will get you incremental feedback at best. Here’s why customer-centric product development has to start earlier than that.
Unlocking the power of research insights through a robust customer experience strategy.
CX and UX are not the same thing – and confusing them leads to the wrong investment decisions. Here’s a clear, practical guide to what each means and how they work together.
Book a 30 minute conversation with our CEO Bim, who can give you an honest read on where you are, and what matters next.
