Client
Services
Platform
Transforming Environmental Responsibility into Brand Engagement
Approach: Designing a Multisensory Omnichannel Experience
In 2019, Schon Cosmetics, a prominent beauty brand, embarked on a mission to reduce plastic bag usage among its customers. While the initiative stemmed from a sense of social responsibility, Schon also aimed to enhance brand awareness and drive sales. The challenge was to create a compelling, cross-channel campaign that would resonate emotionally with consumers, encouraging behavioral change without compromising the brand's identity.
1. Interactive Installations: The 'No_Thanks' Bins
We engineered smart bins that rewarded users for discarding plastic bags. Upon depositing a bag, the bin would release a flower pot, emit the brand's signature scent, and play ambient bird sounds. This sensory marketing approach created a memorable, positive association with sustainable behavior.
2. Immersive Experience: The White Room Activation
An interactive space was designed where visitors engaged in a game to identify hidden plastic items. This hands-on experience aimed to raise awareness about plastic consumption in an engaging and educational manner.
3. Digital Amplification: Viral Video Content
We captured and shared videos of participants interacting with the installations, which quickly gained traction on platforms like Instagram and Telegram. The content not only spread the campaign's message but also showcased genuine consumer engagement.
4. Influencer Collaboration: The Plastic Challenge
Partnering with environmental influencers, we launched a challenge encouraging followers to collect their weekly plastic waste, photograph themselves amidst it, and share the image on social media. The most impactful submissions were recognized and rewarded, fostering community involvement.
The Outcome:
The campaign's success was evident through various metrics:
- Hashtag #No_Thanks generated over 7,000 organic mentions within 2 months
- Website traffic increased by 64% post-campaign launch
- CAC reduced by 23%, while ROAS improved by 2.2x
- Achieved a 19% increase in Share of Voice
Reflecting on the Journey: Aligning with CX Cycle and Storyriding
This campaign exemplifies the principles of CX Cycle by mapping and enhancing each customer touchpoint, creating a cohesive and engaging brand experience. Simultaneously, it embodies the essence of Story-riding by crafting a narrative that consumers could participate in and share, transforming them from passive observers into active storytellers.
Client
Services
Platform
Customer Lifetime Value & Re-Segmentation Overhaul
In 2023, After years of data practices, Justerini & Brooks (J&B) needed a clear, modern understanding of its customer base. The challenge wasn’t just to clean and analyze data, it was to create a segmentation model grounded in real customer value, one that could guide future marketing strategy. With no unified data infrastructure and limited behavioral records (from CX point of view), the company needed a full picture of how different groups of customers interacted with the brand over time. Years of sales data existed, but scattered across teams, platforms, and formats.
Our Approach
Over a 6-month project, we took on a comprehensive analysis of 20 years’ worth of purchasing records. We sourced and merged data manually from various internal teams, a process that demanded both patience and precision.
Recognizing the absence of behavioral data, we focused on a financially-driven segmentation model. We calculated Customer Lifetime Value (CLV) using a hybrid of historical-predictive modeling. This approach allowed us to uncover meaningful customer patterns and group them based on both purchasing depth and long-term value.
Ultimately, we designed a four-segment model that captured the distinct financial behaviors of Diageo’s diverse customer base, from high-frequency loyalists to occasional buyers with untapped potential.
The Outcome
- Identified 4 data-driven customer segments based on behavioral patterns
- Calculated predictive Customer Lifetime Value (CLTV) across all segments
- Analyzed 190+ historical email campaigns, comparing promoted items with sales records.
The model has since been used as a foundation for long-term marketing planning, helping the brand align its strategies more closely with real customer value, and laying the groundwork for future CX and loyalty initiatives.
J&B was an incredibly collaborative and high-energy team, making the entire experience of working with them truly exciting and enjoyable for us!
Client
Services
Platform
Keeping B2B customers engaged long after onboarding, when the novelty fades and the real work begins.
FlowPilot is an SMB company serving the B2B SaaS industry with its remote team project management solutions. They had a high acquisition but faced churn at 6-12 months and low upsell rates. They needed a loyalty framework to retain customers and grow revenue.
Our Approach:
Designing a journey that helped customers succeed and celebrated them as they grew.
1. Discovery: CX Audit & Insight Mapping
We began by analyzing NPS scores, qualitative feedback, and churn data to pinpoint why users were leaving. The signals were clear:
- No strong emotional narrative post-onboarding Missing
- personas and user journey alignment
- Key success moments going unrecognized
Fromthere, our goal was to reshape the experience around user progress, not just product functionality.
2. Building the Foundation:Personas, Success Milestones & Segmentation
Through stakeholder interviews, product usage analysis, and support ticket reviews, we crafted three strategic personas:
- Startup Stars. Scrappy early-stage teams needing fast wins
- Enterprise Climbers. Middle-managers looking to streamline visibility and scale
- Process Architects. operations leads focused on system-building and efficiency
The Outcome:
We also mapped the user journey around milestones of success, including;
- Reduced onboarding friction, improving trial-to-paid conversion by 41%
- Customer support tickets dropped by 35% within 8 weeks post-implementation
- Introduced micro-surveys that increased feedback collection rate by 4.5x
- Average response time to user queries improved by 52%
These weren’t just product events, they were professional wins, and they needed to be treated as such. We then segmented users based on feature adoption, revealing pockets of powerusers vs. at-risk accounts.
Client
Services
Platform
In the highly competitive landscape of electronic banking services, success often comes down to market share, especially when it comes to POS transactions. One of the unexpected differentiators? The POS-holder, the physical base that holds the POS terminal at the store counter. While often overlooked, the stand’s usability and aesthetic played a surprisingly critical role in merchants’ decision-making. Competing PSPs were already investing in design improvements. To win ground, PEC.co needed a product that was both functional and desirable.
Our Approach:
A subtle but powerful differentiator emerged: the physical base of the POS device at checkout counters.
As both team lead and account manager, I led the initiative end-to-end. We began with a focused market research phase, conducting fieldwork across 90 retail locations and competitor analysis, all within a tight, three-week window.
Insights from the field shaped our product ideation. We collaborated closely with the product design team, iterating on 15 unique prototypes, each evaluated for durability, design appeal, and counter compatibility. The final concept was refined and developed into two product lines: one standard and one premium (VIP), differentiated by materials and finishes.
After rollout across key retail locations, the effect was measurable.
📈 2.3% increase in transaction volume was reported for PEC.co in the next industry-wide PSP report.
💰 The growth in total transaction value was even more significant, proving that thoughtful product design can drive real market outcomes.
This project demonstrated that in customer-driven ecosystems, even physical details, when researched, designed, and delivered strategically, can become a growth engine.
The Outcome:
- Share of transactions increased by 2.3% across targeted regions
- Brand awareness lift of 26%, confirmed via post-campaign survey
- Net Promoter Score (NPS) improved from 38 to 53 over 3 months