Selected work
Evidence that moves organizations forward
Onboarding was losing 87% of users before the product had a chance
The team had accepted an 87% exit rate as the cost of compliance. The data suggested it didn't have to be.
The stylist tool was built for stylists. It was missing the two things they actually needed.
17% adoption on a tool built specifically for the people using it every day. Leadership was already drawing up plans for a full rebuild.
Two weeks live. Zero bookings. The product wasn't broken — it just had no way back.
The product worked. The checkout worked. So why wasn't anyone booking?
Investors were logging into their dashboard and leaving more confused than before.
Users were logging in, checking their numbers, and leaving more uncertain than before. The same frustration surfaced in annual surveys year after year — until someone asked why.
Users were falling into a fashion rabbit hole. The app was making it worse.
Users came looking for style inspiration and left overwhelmed. A diary study revealed the tension between browsing and deciding — and what it actually takes to bridge the two.
"Breakfast included" was doing what it was built to do. That was the problem.
International travelers from three markets were quietly disengaging from a listing that looked perfectly fine on paper.
The benchmarking tool was solving half the problem. Research surfaced the other half.
A global real estate org had a clear problem and a tool to solve it. Discovery interviews suggested the scope was different than anyone had assumed.
The team was shipping for "families" and "couples" without ever testing with either.
Fast-moving teams don't always have time for full research cycles. A two-hour workshop was the only option. The question was what it could realistically surface.
100 research questions. One researcher. No system to decide what mattered most.
Nearly 100 open research questions. No shared system for deciding what mattered. And a team that couldn't agree on what 'important' even meant.
The platform had a roadmap. A JTBD study across five roles revealed a much bigger picture.
17 interviews across five roles. The platform had a roadmap and a vision. The question was whether the evidence would support it — or challenge it.
A brand new loyalty discount operation at checkout. Staff had never seen it before — and it showed.
Loyalty discounts were hitting checkout for the first time. The team was confident. The staff had never touched it before.
The 14-day early access perk was real. Nobody at the store knew how to activate it.
Members had 14-day exclusive access to their favourite brands. Most never used it. Diary studies and in-store tag-alongs revealed why — and it had nothing to do with the perk itself.
