The visual concept was generated in line with the professional yet energetic brand identity of TEB business banking. 800+ screens were designed and a design system that encompasses all visual and interactive elements, and descriptions for their usage was developed.

For each of the 13 different modules of the platform, we have usability testing sessions with TEB customers. These sessions were analysed in order to find the improvable aspects of the design and to elevate the design even further.

The function and feature ideas were substantiated with detailed user flows at this stage. For over 120 flows we have designed the wire flows that ensure effectiveness, efficiency, and consistency within the platform.

In 4 different ideation sessions, we searched for innovative answers to questions like “How might we simplify the tax payment process?”, and “How might we get customers to feel supported in managing their cash?”. All these ideas were presented to the business units, and we then asked them to design their ideal screens for their section in IB, in participatory design workshops. 240 new functions and feature ideas were generated and assessed.

It was essential for us to understand the varying needs of different customer segments, from micro SMEs to large corporations. We conducted 72+ hours of TEB customer interviews to understand their financial needs and their day-to-day requirements. These sessions were followed by observational studies to explore the intuitive actions that go unmentioned as well as validate the findings of interviews.

In order to have a complete understanding of the rather complex business banking products, services and operations, we conducted 80+ hrs of consultations and workshops with different business units. We searched for ways to simplify the processes and display products and services in a straightforward manner. We also created proto-personas based on the insight we gained while working with the TEB team.

Since 2016 to this day, we have been the guardian of the design system we have created for Pokus. Be it the addition of new functions in line with customer engagement strategy or, responding to regulatory changes, sustaining and improving the design system for our client.

To make sure that our design reaches our objectives of ease and engagement user tests were conducted. The improvable aspects of the design were identified and updated to ensure the best version of the app was available from day one.

Three visual concepts were generated and presented to the client. After the final selection, visuals for more than 600 screens were designed and the design system was developed, revealing the detailed usage for all of the involved components, including interactive elements, icons and illustration sets.

The design process started with categorising the functions into a logical information architecture. For over 80 transactions we have designed user flows to make sure that in Pokus users can reach their functional and emotional targets while using our app.

Selecting “the youth” as the prioritised target group for the app and having insight into their needs, we defined the essence of the brand as “magic”. Name alternatives were then generated and Pokus was chosen. We then created the brand identity elements such as logo, print material format, and corporate communication materials.

In these workshops conducted with the client team, function ideas were generated and prioritised with respect to the needs of the target users.

Following a detailed system analysis, we identified the proto personas to conduct a detailed user research. We asked 10 users to keep diary of their daily cash interactions and payment habits to gain a deeper understanding of their needs and problems.

After three pilot sites for the full new external and internal branch-based brand experience, Hamptons then commissioned us to set up, guide and provide individual site schemes for every branch across the UK network of 90+ locations, including varying levels of refurbishment and new sites.

We were involved with the on-site development and construction over a number of years, first seeing the site as an industrial shell, all the way up to the finished restaurant. Working closely with the clients, project management team, architects, contractors and suppliers to ensure the faithful realisation of the design concept whilst always being sympathetic to the historic building.

As well as creating stunning concept designs for the surrounding spaces, our team collaborated with specialist mini golf course designers & build partners, discovering in the process all the technical ins & outs of what makes a great game challenge.

As well as the lifestyle photography, we were heavily involved in the food and beverage photography. By incorporating the brand colours in the backdrops of the photography helps to create a visual consistency.

Ultimately Soft Republick is a product brand, and its strategy requires a brand experience, to be first encountered at different physical ‘format touch-points with a detailed service design process. The stores, kiosks, ice-cream vans and even ice-cream backpacks provided amazing content for the social media feeds. The resulting ‘Urban Explosion’ is a Soft Republick brand world that champions self-expression and celebrates individuality.

We were responsible for bringing to life the home page experience-led video, in collaboration with videographer Toby Mitchell. Our role involved sourcing the production team, model casting, day coordination, and art direction scene planning. It took place on a one-day shoot where scenes for breakfast, lunch and dinner were captured.

A prototype of the website was tested for both usability and appeal using a combination of one-to-one user testing sessions and focus groups. This enabled the designs and content to be refined prior to moving into the development and content creation stages.

User flows were designed for each persona, and for each dining out occasion, for both the planning stage and the experience stage. Through this in-depth perspective, we ensured that the functional and emotional needs of our target audience were met by the design.

Following the definition of our digital experience objectives such as ‘Make it easier for people to check the menus’ and ‘Convince people that the food is of the upmost quality’, we used a lotus blossom ideation method to generate ideas for tech and content on the website. These ideas were collaboratively reviewed and prioritised alongside the cote team to determine a key feature set.

Following a detailed research and system analysis stage we identified 5 proto personas based on the ‘foodie connoisseur’ and ‘experience embracer’ guest profiles. 24 participants were then interviewed from all around England, representing existing and future customers in order to understand and uncover-- guests wants and needs.

As part of the marketing strategy, we provided art direction for the brand videography and photography, overseeing the shoot days to ensure the spirit of the brand and the thrill of the game were captured. This culminated in video content with branded animation and plenty of social media content for launch.

Building on their initial ‘trial’ centres, a fully customer-insight-led foundation for the brand and experience design was undertaken. Following a detailed research and customer analysis stage we identified four target audience personas. This defined the positioning, shifting towards a social experience with a focus on younger audiences and group gatherings, as well as families.

The Brand Key & Customer Journey Workshops were built on the foundation of our research findings. They enabled us to explore Al Dawaa's offerings beyond products and in to services. We increased the "reason-to-visit" by developing engaging products related to wellbeing, drawing on the insights of the 13 key personas who served as inspiration for the overall design. Our four new store formats: City Centre, Mall, Neighbourhood, and Pop-Up, are the result of fully unified research, insight and design.

We interviewed current and prospective Al Dawaa consumers to better understand their real-life demands and their preferred service channel. More than 50 hours of interviews were also conducted to determine which features or service ideas resonated with them. Our work revealed that the Al Dawaa customer experience needed to be elevated by seamless health services, trained staff and a one-stop-shop format.

The concept of ‘Man vs. Nature’ was first explored through moodboarding and initial sketches, visually realising a tactile and sensory eating experience with strong links to food provenance and cooking methods. These early ideas were then progressed into full computer renders which brought to life all of the key moments within the guest journey and experience.

We undertook a collaborative workshop with the Center Hotels team in Iceland to structure and inform the design strategy for the new restaurant. One of the clear priorities became targeting the locals to create a destination hangout, despite being located in one of their new hotels. A guest journey workshop identifies key moments in the experience, defining what we want our guests to think, feel and do at each key stage.

With the goal of improving the quality of people’s lives by helping them make important and life changing decisions about property, we set out with a full brand key workshop with top level management of Hamptons. Having a primarily female board of directors, the team at Hamptons provided us with the very valuable insight of combing a feminine warm and empathic energy to a primarily business focused male dominated sector. The preferred ‘Archetypes’ CAREGIVER and EVERYMAN provide an obvious starting point for our brand transformation.

Our audit of the brand’s positioning showed a brand tone that was distant and traditional. This gave us the insight for a total brand transformation that delivered tradition in a modern way by creating a healthy tension between the past and the present. The new logo and identity elements merge traditional cues such as a serif typeface and a richer dark blue with modern motifs, such as the stencil style applied to the main, bespoke-drawn logotype.

The our workshops were a wonderful opportunity to bring 3 banks together for the first time, to create a clear vision for the future under the Virgin Money brand. The insight gained from the audit and interviews, provided the workshop stimulus to define what customers need from their financial provider; branch locations, how they will use them throughout the day and social activities. We defined 3 formats, all aiming to break down traditional banking barriers and build new communities.

Covering an area of 2.5 thousand miles with 26 branches in 11 cities, we gained an in depth understanding of the real-life issues facing customers and employees. This unveiled a great potential to define a completely new purpose for the bank based on a service offering built around lifestyle. We held 65 hours of one-on-one interviews in key locations, and we spent 68 hrs observing the actions of customers.

We visually managed all aspects of bespoke site illustrations. Sourcing, finding, briefing and working with the street artists involved. We also managed the product photography art direction.

In-depth exploration of the product-serve side of the market informed our involvement in developing unique soft-serve formats such as the ‘Soft Dog’, Mini Eys-scream and Graffiti Cone. It was a tough job but someone had to do it.

By building a Shared understanding of the Soft Republick brand, purpose, learnings, trends and objectives, we assembled a cross-functional working party to define the brand experience attributes and principles of each touchpoint, as well as what would be served and experienced there. We conducted best-in-class tours of ice cream experiences in London and virtual tours in Tokyo and Berlin to analyse exciting new concepts.