Define what your next product should become.
Helping leaders turn technology, insight and ambition into clear product direction. Making possibilities tangible so teams can judge their value, choose a direction and move forward.
Product strategy grounded in 30 years of design practise.
Where we help
Find the next
opportunity
for growth.
Your product needs a next chapter. Or a new category is forming around you. Where could changing technology, behaviour or your existing capabilities take the business?
Define what the
opportunity
should become.
You have technology, research or a promising idea. The product is still unclear. What useful role could it play, why would people choose it, and what should you build first?
Establish a
direction
the
business can back.
Your team sees different possibilities. The next investment decision is approaching. Which choices need resolving, and what will give people a clear basis for commitment?
What we bring
Our value is in the combination. We connect strategic judgement, evidence and product imagination to build a product direction your business can commit to.
Strategic perspective to judge where change creates opportunity.
Evidence and synthesis to connect research and signals, and test assumptions.
Product imagination to make possibilities tangible enough to question.
A case for commitment that links evidence, product choices and investment.
What you take forward
The outputs are shaped around the decision you need to make: an opportunity case, tangible product concepts or a practical roadmap.
An opportunity case
Where value could emerge, who it matters to and why your business should pursue it—with the evidence and assumptions made clear.
Tangible product concepts
Scenarios and concepts that show how the product could work, what people would value and which choices need testing.
A practical roadmap
A defined proposition, priorities and next steps—with a clear rationale for what to build, test or invest in next.
What you take forward
The outputs are shaped around the decisions you need to make: an opportunity case, tangible product concepts or a practical roadmap.
An opportunity case
Where value could emerge, who it matters to and why your business should pursue it—with the evidence and assumptions made clear.
Tangible product concepts
Scenarios and concepts that show how the product could work, what people would value and which choices need testing.
A practical roadmap
A defined proposition, priorities and next steps—with a clear rationale for what to build, test or invest in next.
Deep Product Expertise.
Thirty years working on the direction and in the detail of physical products. Modular phones, folding screens, smart glasses, connected homes—and now physical AI.
Every engagement is led by Matthew Cockerill, bringing that experience to the choices your team is facing. These are the three domains we know best.
Smart Spaces
We explore how connected equipment can support useful services across a place, and what that means for the people and organisations sharing it.
The space is becoming the product. The device is becoming a part of it.
Connected Devices
We explore what makes a device worth carrying or wearing, how it connects to a wider system and what changes for the person using it.
Intelligence is moving between devices now. The product is no longer the box.
Physical AI
We help teams define where autonomous capabilities could be useful, how they would fit into an operation and what new services they could make possible.
It isn't what they replace. It's what becomes possible when they're everywhere.
Product×Strategy
We bring an independent view of the opportunity and the judgement to challenge its assumptions.
Working with your team, we develop concrete concepts and experiences to explore customer value, expose trade-offs and shape the product direction.
You leave with a clearer proposition, the reasoning behind it and a practical next step—whether that is further testing, development or a change of direction.
A product direction your business can back and your team can develop.
Clarity isn't a direction on a slide. It's the imagined situations, product archetypes, features and roadmaps that make the direction visible — specific enough for a team to stop arguing about where to go and start building.
Points of view
Sharp, defensible points of view on where your category is heading — built from signals across culture, industry and behaviour that others haven't connected. Weighted toward how people will actually respond, not just what the technology can do.
Pressure tests
Scenarios and product concepts that show an opportunity in someone’s everyday life. They help your team examine the task, the experience and the difficult moments before committing to development.
Product definition
The product proposition, experience and priorities for development. Archetypes, product portfolios, features, requirements and roadmaps that define what your design and engineering teams need to make. Each earned by the one before — signal, pattern to opportunity to product.
A 15-minute call. No deck, no pitch.
Just a direct conversation about where you are and whether an independent product perspective would be useful right now.
★★★★★