Clarity on what matters
to your customers.
Customer experience research is the core of everything we do. It’s also where every engagement starts. When the research points to action beyond product change - internal process work, or building out requirements before a bigger investment decision - we extend into delivering that too. Whatever the engagement, we measure whether it worked.
research.
Structured, in-depth interviews with your current customers and your former customers. We are deliberate about the second group - churned customers are where the most uncomfortable, most useful evidence lives, and they are the conversations product and service teams almost never have time to run themselves. We work with you to define a sample that actually reflects your customer base, recruit through your CRM or our own networks, and run the conversations to a research design built around the decisions you are trying to make about the customer experience.
Every engagement includes prioritisation as part of the deliverable. Insights without prioritisation are noise. We translate what we hear into a clear, ranked view of what you should do next - mapped against your existing capabilities and your capability gaps, scored on impact and effort, ready for your next planning cycle.
A complete corpus of transcripts; a structured analysis of themes, pain points, jobs-to-be-done, unmet needs and moments that make and break the experience; a prioritised opportunity backlog with capability-gap view; and a decision pack ready for your product leadership.
Three shapes.
Depending on what you are trying to figure out and how often. All three include analysis, prioritisation, and measurement of outcomes.
Quarterly Insight Pulse.
Our most strategic engagement. Every quarter we run a focused cycle of customer interviews - typically 10-15 per cycle - alongside analysis of available quantitative signal (NPS verbatims, support ticket themes, churn data). Each cycle surfaces emerging opportunities and problems, and revisits the impact of what’s been released since the last cycle. Quarterly insight reviews with your product leadership keep the work close to the decisions being made.
Product and service teams who want an ongoing research function without the cost or hiring overhead of building one in-house. Works particularly well when the offering is mature enough that there are always live decisions in the roadmap, and the customer base is large enough to support a recurring sample.
Voice of Customer Discovery.
A focused program of up to 20-25 customer interviews plus quantitative validation. We surface jobs-to-be-done, unmet needs, and opportunities, then map them to your existing capabilities and gaps. You finish with an opportunity backlog scored on impact and effort, ready for your next planning cycle. Where the research surfaces internal process gaps or requirements work, we’ll call them out - and scope the next phase if you want us to lead it.
Product and service teams preparing for a strategy refresh, a new market entry, or a major roadmap decision - where the cost of getting it wrong justifies the depth.
Churn Diagnostic.
A targeted sprint to find the real reasons customers are leaving. Up to 15 interviews with churned and at-risk customers, root-cause analysis, and a prioritised set of interventions - separated into what you can fix with what you have today, and what requires new capability. Where the root cause turns out to be an internal process issue rather than a product issue, we tell you so.
Product, service or CX teams who have a churn problem they can’t fully explain from quantitative data alone.
Two ways we extend the work.
Research sometimes reveals that the right response is not a product change. When that happens, we can help.
Process improvement.
Sometimes the customer experience problem isn’t in the product - it’s in the internal processes behind it. Customers are frustrated because invoices arrive late, because three different internal teams give them three different answers, or because a workflow that exists somewhere in the business doesn’t actually connect to the experience the customer has. When research tells us that’s the issue, we say so - and we redesign the internal processes needed to fix it. This is where our service design and process work over the last 15 years lives now: in service of customer-led improvement.
Service blueprints, redesigned processes, and a clear view of what changes inside the business to deliver the customer outcomes the research pointed to.
Requirements and RFP-readiness.
Research often surfaces work your team is going to have to act on - and that can mean changes to your existing stack, or going to market for something new. Where you need a prioritised, well-formed set of requirements your engineering team can deliver against, we write them. Where the answer is a bigger change - a new platform or a new vendor - we help you define the scope, build a defensible set of requirements grounded in what customers actually told us, and set the evaluation baseline you’ll need to assess RFP responses consistently. We don’t run the RFP process itself. We make sure that when you do go to market, you walk in with the right scope, the right requirements, and a sound basis for the investment decision.
A prioritised requirements set ready for delivery - feature definitions, acceptance criteria, dependencies. Where engaged for transformation support: a clearly defined scope, a customer-evidenced requirements document fit for an RFP, and an evaluation framework you can apply consistently across vendor responses.
it worked.
A research report sitting on a shared drive is not a result. Neither is a process diagram. We care about whether the recommendations actually delivered the customer outcomes and business benefits we said they would - and we measure it, every time. For one-off engagements, we agree the measurement plan up front and check in at 3 and 6 months. For retainer clients, benefits realisation is part of every quarterly cycle: did the release land? Did churn move? Did the process change deliver the savings we forecast? We tell you straight, even when the answer is uncomfortable.
Most consulting work disappears the moment the invoice is paid. We stay long enough to learn from what worked and what didn’t, and to bring that learning back into the next cycle of research.
Not sure which shape fits?
Book a 30-minute scoping conversation. We’ll listen to what you’re trying to figure out and suggest the shape of work that fits.