Changing preferences were eroding a brand with no clear reason to exist.

Declining sales in the sporting goods category signaled that the brand had lost its connection to customers. Multiple product lines across different outdoor categories had been operating independently, without a unified story or a defined customer. The brand had no clear identity — and without one, it couldn't compete against the national brands surrounding it on the shelf.

The challenge wasn't just a visual refresh. It was a strategic one: find who this brand was truly for, build around them, and give the business a reason to exist that customers would choose.

A brand that challenged the nationals to raise their game.

First-year brand growth was 15% across all categories following the relaunch. Over 300 products were redesigned under the new brand direction — signaling a level of commitment that changed how both customers and competitors saw the category.

Shifting customer sentiment had outpaced the strategy.

Changing customer sentiment and internal team member confusion had created the need to rethink the company's strategy — including the purpose and positioning statements that guided it. Leadership recognized that the existing framework no longer reflected how the company operated, or what customers and team members believed about it.

Without a new foundation, alignment at every level would remain out of reach. The challenge wasn't writing new statements — it was rebuilding shared belief in what the company stood for.

Aligned from the top to the front line.

The engagement produced purpose and positioning statements that reflected both leadership's aspirations and team members' lived experience. The process itself created alignment across the organization — giving leaders a shared foundation and a shared language for the conversations that had previously been hardest to have.

Customer insight was too slow, too expensive, and too complicated.

Many brands could greatly benefit from faster and more meaningful conversations with their customers. But existing solutions were overly complicated and out of reach for most teams — requiring dedicated research infrastructure, large budgets, or both.

There was a real gap in the market for a tool that made genuine customer insight accessible without the complexity — one that any innovator could use to get better answers, faster.

From idea to live product in 4 months.

Converci launched as a fully functional online insights engine within 4 months of the initial idea. The discipline of testing across platforms and building multiple prototypes ensured the final product was the right solution — built to grow with the teams using it.

Unused space was becoming a missed opportunity at scale.

Target needed a plan to rethink unused space in stores — specifically decommissioned garden centers. Across the portfolio, these spaces represented significant real estate delivering no return and no meaningful experience for customers or team members.

The challenge was to find a use that would genuinely work for both — and to validate it with real people before committing capital to construction.

90% in favor — before a single dollar was committed to construction.

Two live prototypes were built and tested with over 40 people. Feedback was over 90% in favor of the direction — with many participants asking why it wasn't already being done. The work gave leadership a validated path forward with real customer evidence behind it.

Declining sales in a category Gerber had owned.

Gerber was seeing declining sales in their sippy cup business due to competitive pressures and challenges with the current product line. To respond effectively, the team needed more than a visual refresh — they needed a design grounded in a genuine understanding of how children develop as eaters and drinkers.

Without that scientific foundation, any redesign risked competing on aesthetics alone — a race the category's challengers were already running on price.

An IDEA Gold — the design industry's highest honor.

The process produced a design that earned an IDEA Gold design award — one of the most prestigious honors in product design. The grounding in real childhood development science gave the design a functional depth that outpaced the competition and restored Gerber's authority in the category.

An iconic design had developed real-world limitations.

The original Clear Rx design made a significant impact on the pharmacy business when it launched at Target. But challenges with the design created friction for elderly users who struggled to handle it, and problems on the operations side — particularly with automated bottle filling.

The original design's strengths needed to be preserved while its real-world limitations were solved. That meant starting with understanding — not assumptions — about how people actually used it.

A dramatically improved experience built on over 20 prototypes.

The redesign dramatically improved the customer experience for elderly users while resolving the operational friction on the pharmacy side. The personalization system that had made the original iconic was maintained — giving the updated design continuity with the version people already trusted.

A clear vision with no roadmap to market.

The Rituil founders had a strong vision for a brand built around the rituals of yoga and meditation. But turning that vision into a launched brand required building everything from scratch — product development, brand strategy, manufacturing relationships, and an assortment that would resonate with the professional yoga community they were targeting.

Speed mattered. So did getting it right. The challenge was doing both at once — moving from vision to validated, launched brand without sacrificing quality at any stage.

Idea to launched brand in 9 months.

Rituil went from initial idea to a launched brand in 9 months — including all product development. The manufacturing partnerships established across Portugal gave the brand the quality foundation it needed to compete and grow. Over 20 expert interviews fueled the products, strategy, positioning, and marketing from the start.

The smallest effective mask anyone had ever built.

Philips Respironics came to us with a clear but demanding brief: develop the smallest sleep apnea mask possible while still delivering effective therapy for a wide population. Size and effectiveness had always been in tension in this category — smaller masks struggled to maintain the seal needed for therapy to work, and the tradeoffs had defined the market for years.

The conventional approach — where the seal does double duty as both anchor and contact surface — was the root of the problem. Solving for size meant questioning that assumption entirely.

The smallest mask on the market — from concept to prototype in 6 months.

The Comfort Curve became the smallest sleep apnea mask available at the time of its release — proving that separating anchor from seal was not just a design insight but a genuine structural breakthrough. Fifty prototypes refined the shape and design elements across the six-month development process, ensuring the final product worked across the wide population it was designed to serve.