We design & build digital products.

Our goal is to create an experience that feels great and provides value.

Learn about our offering

We test often to...

Then we...

Ideally, we create a testing motion that looks like this on repeat.

* This is supposed to represent a Northstar. Which is what we're ultimately working towards. We are defining what the Northstar is. To do that effectively, we have to spin it many times. Test a bunch of bad ideas. Find the good ones. We're trying to land in a green space we can 'win.' We like to make branding that speaks directly to the product value. Otherwise, you're being ambiguous, making people feel stupid or blind to the message. :)

Our expertise is digital.

We believe that good brand comes from good product.

We can do both.

We like partnering with engineering teams.

Learn more about us

We’ve built our own suite of tools that we believe can help people build better things.

With or without us.

Learn more about foundations

Some of the companies we’ve worked with.

Hardware Designers
Motion Designers
Brand Designers

Software Engineers
Data Engineers
Data Scientists

Market Researchers
Growth Specialists
Content Specialists

Thoughts

Part ll: Designing with a plan
But honestly, how do you, as a designer, push for product design to be grounded in reality (market dynamics and development feasibility)? Product managers often come in with their perspective on what to build - sometimes it's a set of evaluation standards, sometimes it's pure gut, and sometimes it's an extensive set of things that are compromises from clients and internal stakeholders.

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Part 1: Designing without a plan
As a designer working with startups, it’s common that you’ll get a lot of ownership over what you’re tasked with creating. That’s great, and it feels good to move fast and broad across many projects.

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Don’t paralyze yourself with the fear of never getting it wrong
When I first started working in product management, I felt constantly afraid that I might make the wrong decision - and yet I was supposed to lead almost constant decision-making.

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What undermines the foundation of good product management?
Product does sit in the middle of most functions in a technology company, but it's not product management’s job to keep everyone happy.

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Am I building the right thing?
Some version of this question plagues every product manager - if not all the time, then at least semi-regularly in the form of quarterly roadmap planning. The struggle of what to build next, in what order, and most importantly, WHY is real.

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Customer segmentation is the cornerstone of your product strategy
If you don’t know who you are building for and what they value what is guiding you?

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Should I start with product or brand?
A perspective on how to sequence your creative efforts.

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Finding product/ market fit is like flying
Considerations for how to build a viable and scaled business

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