Your Collective Knowledge

No one knows your business like you do. How could they? You are in the grind every day developing your expertise, refining your workflows, and thinking through your problems. Think about your meetings, you likely have 300+ years of experience in the room ready to develop a solution. We help you tap into your potential. Your team alone has the collective knowledge for breakthrough. We come with our toolkit to make sure it happens.


Design Process

We have developed a repeatable process for innovation. It has been tried and tested, and it produces robust solutions. It’s an amalgam of several techniques that we have practiced over the past 20 years in industrial engineering and creative design fields. Here is a taste:

reDefine - Align to purpose

reDefine - Align to purpose

reDesign - Innovate solutions

reDesign - Innovate solutions

reForm - Execute with discipline

reForm - Execute with discipline


Design Thinking

Each member of our team has a natural disposition to pry at the status quo, to push on accepted practices and cultural norms. We hold on loosely to ideas and solutions, and we dream of the ideal. This disposition pairs with our experience in the field to form what we call design thinking. It is a trait that equips us to extract, shape, and install ideas with a lens that tracks cultural, innovative, and executable implications. Our team comes from industries all over the map, but with a common design process and design approach we align to develop positive change in your organization.


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Design Principles


What’s the most important part of a ship? The sail? Rudder? Captain? These assets can only perform as well as the ship’s design. Design determines performance. The same holds true for organizations. The complex design of your organization is the single biggest lever for change.

What’s the most important part of a ship? The sail? Rudder? Captain? These assets can only perform as well as the ship’s design. Design determines performance. The same holds true for organizations. The complex design of your organization is the single biggest lever for change.

We cannot create new systems with the same thinking that created the current system. Our minds tend to get stuck in a pattern, but we must think differently. To do so we relieve constraints, rise to the blue sky for a moment, and design to the ideal. Then we add reality, carefully.

Einstein often remarked, “Make everything as simple as possible, but not simpler.” He sold us. Artistic design is often muddled in complexity and superfluous thought. Industrial design leans towards monotony. We communicate design that melds inspiration with function.

Einstein often remarked, “Make everything as simple as possible, but not simpler.” He sold us. Artistic design is often muddled in complexity and superfluous thought. Industrial design leans towards monotony. We communicate design that melds inspiration with function.

People love the idea of a hero who saves the day, but rarely can an individual design a system. The intelligence of one balks to that of a team. So, we foster collaborative environments. We harness the collective intelligence of your team, knowing that no one perspective can define a complex system.

People love the idea of a hero who saves the day, but rarely can an individual design a system. The intelligence of one balks to that of a team. So, we foster collaborative environments. We harness the collective intelligence of your team, knowing that no one perspective can define a complex system.

Design effectiveness is dependent on design iterations. Group think, circle talk, dominant thinker; these common failure modes of innovation all result in the restriction of prototype development. We take solutions with a grain of salt, open our minds towards new ideas, and cycle through prototypes.

Design effectiveness is dependent on design iterations. Group think, circle talk, dominant thinker; these common failure modes of innovation all result in the restriction of prototype development. We take solutions with a grain of salt, open our minds towards new ideas, and cycle through prototypes.

Ideas follow a very predictable path, yet without nourishment good ideas will perish. Raising up a new idea is often a shaky journey, but understanding the path allows leadership to trust the process and endure the aches of change even when the idea seems to be failing.

Ideas follow a very predictable path, yet without nourishment good ideas will perish. Raising up a new idea is often a shaky journey, but understanding the path allows leadership to trust the process and endure the aches of change even when the idea seems to be failing.