A program for consumer leadership teams about to re-price, reposition, or launch a new line. You get the customer evidence behind the call — synthesized into a buying thesis your whole team can use. Not a deck. Not a study.
We're not a substitute for a full-time hire. We run the program, separate signal from noise, and turn it into a playbook your whole team can act on. Not another deck nobody reads.
We start with the decision on the table — the pricing change, the new line, the reposition — and design the program around it. Most teams skip this step and pay for it later.
20–40 deep interviews with the customers who matter, recorded and transcribed. We do the recruiting, the asking, the noticing. You stay focused on running the company.
Every claim ties back to a customer voice. You get a buying thesis your whole team can act on — not a 60-slide deck nobody reads.
A growth-stage CPG team was sure $40 was the ceiling. Five interviews said it wasn't about price at all.
A consumer fintech kept losing referral velocity. The proof: customers loved the product but had no language for it.
A subscription healthtech wanted to pursue a new segment. The interviews surfaced a much bigger one hiding in plain sight.
Three founding teams, same product category, all certain they understood their buyer. None of the three answers matched what the buyers actually said.
Pulled the synthesis from four engagements in one category. The shared thread isn't the customer — it's the same wrong assumption about where loyalty comes from.
The single question that has produced more usable insight than any other in the last hundred interviews. Free, in this issue.