Selected work
A selection of our strategic engagements — from AI platforms and legaltech to branding studios and health startups. Every case starts with the same question: what's actually going on here?
AI / Geospatial Intelligence
Making complex satellite intelligence legible — and sellable — to non-technical buyers.
The challenge
EarthPulse had built a genuinely powerful AI platform for geospatial intelligence — satellite-derived insights that could inform decisions in agriculture, infrastructure, and climate risk. The technology was impressive. The problem was that nobody outside the engineering team could explain what it actually did, or why anyone should pay for it.
Key insight
The product wasn't being sold as a decision-making tool — it was being sold as a data product. Buyers don't buy data. They buy the confidence to act.
What we did
We ran a full Discovery process to understand how the platform was actually being used by its earliest customers — and how those customers described the value to their own stakeholders. From that, we built a strategic narrative repositioning EarthPulse as an intelligence layer rather than a data vendor, restructured the offering into three tiers with clear buyer-facing outcomes, and designed a GTM approach targeting infrastructure decision-makers rather than data teams.
Outcomes
A positioning statement the entire team could say in one sentence.
Pricing structure aligned with buyer value — not engineering cost.
A narrative that reduced sales cycle friction by removing the need to educate prospects.
A GTM roadmap targeting infrastructure and climate-risk verticals first.
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AI / Internal Data Intelligence
Turning a technically sophisticated AI product into a proposition anyone in the company could understand — and champion.
The challenge
Teramot had built an AI tool that connected to a company's internal data sources and let employees query them via familiar messaging interfaces like WhatsApp and Slack. The technology worked. But the positioning was scattered across too many use cases, and the messaging changed depending on who was in the room. Sales couldn't prioritize. Marketing couldn't focus.
Key insight
The product's differentiator wasn't the AI — it was the interface. Employees already lived in WhatsApp. Teramot met them there. That was the narrative to build.
What we did
Discovery sessions surfaced the real tension: decision-makers wanted data access, but IT teams controlled the bottleneck. Teramot solved both sides of that equation. We built a messaging architecture that spoke to both audiences, defined a primary ICP, and produced an execution roadmap prioritizing inbound content and a partner channel through IT consultancies.
Outcomes
A simplified, interface-led value proposition the sales team could use immediately.
Dual-audience messaging for decision-makers and IT without contradicting either.
Primary ICP defined, with criteria the team could apply in qualification calls.
An execution roadmap with 90-day priorities and clear ownership.
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LegalTech
Making legal contracts feel human — and removing the fear that keeps people from using them.
The challenge
Welaw used AI to simplify the creation and management of legal contracts — removing the need for expensive lawyers on routine documentation. The technology was solid. But legal carries a weight that most SaaS doesn't: people are afraid of getting it wrong. The platform's communication was too technical, too formal, and inadvertently reinforced the anxiety it was supposed to eliminate.
Key insight
The competition wasn't other legaltech tools. It was the fear of legal itself. The narrative had to dismantle that fear before it could sell a product.
What we did
We rebuilt Welaw's narrative around the idea that legal clarity is a form of freedom — not a burden. This meant redesigning the voice and tone (from formal to confident and accessible), rewriting onboarding and key UX copy, and repositioning the brand away from 'AI legal tools' toward 'contracts you can actually understand.' We also designed an adoption strategy focused on reducing first-use friction.
Outcomes
A brand narrative that positioned legal clarity as empowerment, not compliance.
Voice & tone guidelines applied across product, marketing, and support.
Rewritten onboarding copy designed to reduce first-use anxiety.
A positioning that differentiated on experience, not just feature set.
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Web & Branding Studio
Helping a high-quality creative studio stop competing on execution and start winning on strategy.
The challenge
Qualiaris was a web and branding studio doing excellent work — but consistently being positioned by clients as a production vendor rather than a strategic partner. They competed on price more than they should have, lost pitches to cheaper alternatives despite superior quality, and struggled to articulate their value in terms their ideal clients cared about.
Key insight
Their best clients weren't hiring them to build websites. They were hiring them to avoid the risk of a bad website destroying their credibility. That's a completely different conversation — and a completely different positioning.
What we did
We ran JTBD interviews with past and current clients to understand what they were actually hiring Qualiaris for. From that, we redefined the ICP, rebuilt the commercial strategy around outcome-based proposals rather than scope documents, and restructured the offering to anchor on risk mitigation and business credibility — not deliverables and timelines.
Outcomes
A new ICP definition that filtered out low-fit clients before the pitch stage.
A repositioning from 'design studio' to 'strategic brand partner.'
Proposal structure reframed around business outcomes, reducing price-based objections.
A commercial strategy with a referral loop built in from the start.
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SaaS / Employee Engagement
Redefining a hybrid SaaS + consulting model — and finding the narrative that made the combination make sense.
The challenge
Welalah offered a combination of an employee engagement platform and consulting services around leadership and team performance. The challenge was that pure SaaS buyers expected a self-serve product, while consulting buyers expected bespoke engagements. Trying to sell both to both audiences was diluting the message and fragmenting the pipeline.
Key insight
The SaaS alone was insufficient. The real value was in the combination — the platform made the consulting measurable, and the consulting made the platform stick. That wasn't a weakness to explain away. It was the differentiation.
What we did
We restructured the positioning around the insight that employee engagement fails when treated as a software problem — and that Welalah's hybrid model was the antidote. We mapped JTBD for HR leaders and C-suite sponsors separately, built a narrative that made the combined offering coherent and premium, and designed a GTM motion focused on companies undergoing leadership transitions.
Outcomes
A unified narrative that made the SaaS + consulting combination a feature, not an explanation.
Separate messaging tracks for HR buyers and executive sponsors.
An ICP defined around organizational inflection points (growth, restructuring, leadership change).
A GTM roadmap with outbound and partnership channels prioritized.
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Design Agency
Anchoring the ROI of design before the pricing conversation ever starts.
The challenge
DHNN was a design agency doing sophisticated, high-impact work — but consistently losing on price. Clients would admire the portfolio, love the team, and then choose a cheaper option. The core problem was that the conversation around value always happened after the conversation about cost. Design was being treated as a cost center, not a revenue driver.
Key insight
Design agencies that lose on price lose because they let the client set the frame. If the frame is 'how much does a website cost,' the answer will always feel expensive. The narrative had to reframe the question before it was asked.
What we did
We built a strategic narrative positioning design as a commercial decision — not an aesthetic one. This meant connecting design choices directly to business outcomes (conversion, retention, trust), restructuring DHNN's case studies to lead with business results rather than visual output, and redesigning the pitch process to anchor ROI before any pricing was discussed.
Outcomes
A narrative that led with business outcomes, not aesthetic quality.
Case study structure rebuilt around commercial results first.
A pitch process that established value before the client could anchor on price.
ICP refined to clients with a demonstrated commitment to brand as a business asset.
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