Different,deliberately.
I help scaling companies turn what sets them apart into something customers feel, and the business can see in the numbers.
What people call me about
Five things scaling companies say when their difference stops showing.
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“Everything rides on this one thing. We don’t know if it’s the right thing.”
01 Find out if the bet is landing. Contact.
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“We keep spending on design and brand, and I can’t see it in the numbers.”
02 Quick wins and a roadmap. Within the week.
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“We get chosen when we’re cheapest.”
03 One decision every team can build on. Decide.
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“We have a strategy. Ask three teams what it means for a customer and you get three answers.”
04 A coherence system. Show up clear.
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“New rules are forcing our whole category to change at once.”
05 AI Act, CSRD, Data Act, ESPR. Contact.
Most people start with a conversation. Tell me what you are seeing and I will tell you straight whether it is something I can help with.
Contact meA direction your customers cannot feel is just a deck.
The direction is decided. Strategy, positioning, a business case.
The direction is projected. Design, the method, every touchpoint a customer meets.
The proof shows it landed. A number a customer produced.
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You know which assumption your forecast rests on, and who is testing it by when.
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Every team that touches a customer makes the same call without a meeting, and their AI agents read the same direction.
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Your customers can feel the direction you chose, and it shows in what they will pay for it.
The direction is decided. I led design for Philips' consumer engagement strategy and cut about forty personas a category to two audiences, deployed to every Philips consumer experience. At Philips I wrote the business case that turned an EU compliance mandate into a profit case, and secured €1.6M+ to run it.
The direction is projected. I built the layer that answers who a company shows up as for a given product and audience, and carried it through pack, site, app and post-purchase for 400M+ people a year.
The proof shows it landed. On the consumer philips.com redesign, that work lifted NPS by 12 points. The OneBlade launch I led design for reached €55M in its first year.
I am a named inventor on a Philips patent, I wrote the experimental design method Philips used to teach its own innovators, and I led design for the launch of OneBlade, which reached €55M in its first year.
OneBlade
Proposition, launch. Philips.
A new product with no category and no demand curve.
Repositioned on a buyer insight. The line that carried it beat every contender in live testing.
It became the fastest Philips category to reach €100M, with €55M in its first year.
One method runs under every engagement, and its output is written for teams and AI agents to read. Differentia carries your direction from decision to proof.
All writing
- How to measure the commercial effect of design
- When to hire a fractional chief design officer
- What makes a product difference defensible
- Why differentiation dilutes as companies scale
Ready when you are