Cases

Qualitative research with existing and potential customers on what they valued and what they'd pay for. An RFM read of the behavioural data. Prototypes built and evaluated in interviews paired with a repertory grid exercise.

A target customer framing based on easy-to-see patterns of use, making them findable for sales and approachable for product. With this frame, willingness to pay cut clean across verticals.

A new value proposition and a set of Seller Profiles the whole company could use. Product priorities moved to the everyday use case. Activation and upsell were rebuilt to spot the right type of Seller early, so sales could get to them while it mattered, and marketing had something specific to attract. KYC conversion rose 38%.

Defined all the potential ways that someone might engage with sustainability over the day, week and month. Explored interaction scenarios: a range of components that unfold over time, with the motivation triggers that went with them. Qualitative research to understand what people expected and preferred, paired with what they were trying to achieve.

Sustainable banking isn't going without or counting CO2. It's people deciding what their money is for, saving for it first, and choosing responsibly. Dreams and its behavioural models could enable, support and reward mindful spending.

Upsell screens and the website were rewritten around mindful spending. Three growth tactics were defined and a working definition of sustainable consumption the partnership could leverage in their organisation.

Three workshops with the leadership team to frame the packaging and tiering decision and its implications for pricing and the roadmap. A survey of existing users and the external market on Dreams' position in the market. A qualitative Van Westendorp to find where customers stop saying yes.

Clear reasons to believe in the value we created for our customers, and a price point that would unlock our business targets. A shift in packaging that positioned Dreams for growth and reinforced customer trust.

Introduced a 3x price increase with minimal customer churn: 93% of active customers stayed after the price increase. Paying customers grew 2.1x that year.

Product management with the POS partner to identify what had to exist before launch in Sweden and Denmark. Project management across marketing, sales, support and product, reporting to executive leadership, to keep the whole organisation moving at one pace.

The bottleneck was moving each merchant by hand, including moving their data and teaching them the new system, all while they kept doing business. A key target was automating the repetitive half of each migration. This freed time for support to focus on the important part of maintaining the relationship.

A support portal that taught our own teams the product. Three new Ideal Customer Profiles for sales were developed with the marketing to match. Priorities were reshaped around the partner integration. AI-driven data transfer was put in place of a manual back-office setup.

Four operational goals that were applied at both iZettle and Dreams. We formalised a research structure and made the work visible. Guidelines, processes and an Insights Library were built so it stopped depending on who you asked. Researchers learned new methods and put collaboration ahead of throughput. Then we empowered the teams themselves, with tools and training, so they could run their own.

Hiring more researchers would only have moved the queue. The harder problem was that teams couldn't tell when a question needed research, how hard it would be, or where to start. Fixing that meant meeting teams at the maturity they were at, rather than the one the process assumed.

Teams running and using their own research, talking to their own users rather than waiting for someone to do it for them. Insights functions that spent more time on the questions that cut across the company rather than on the requests that came in.