Proven in the field.

A hospitality group looking to expand its US extended-stay brand into Europe needed a grounded view of whether the concept would resonate in new markets.

We ran a mixed-methods study across Germany and the UK — combining desk research, a quantitative survey with over 2,000 respondents, and 12 in-depth qualitative interviews — to map current solutions, unmet needs, and concept appetite.

The findings translated directly into positioning and experience priorities to support expansion planning.

The experience design organization of a global multi-brand hospitality group needed a forward-looking lens to help brand and design teams stay relevant as cultural expectations and behaviors continued to evolve.

Working with brand and design leaders, we synthesized macro signals, cultural shifts, and best-in-class examples across travel, hospitality, and adjacent categories.

Through collaborative working sessions we identified five key drivers of change — mapping their trajectory and translating them into springboards to guide design direction and brand relevance across the portfolio.

A upscale hotel brand operating around 100 properties was losing money on its mandated full-service restaurant model as guest behavior shifted decisively toward grab-and-go.

We developed a scalable set of F&B concepts — a dinette format and a marketplace-café hybrid — that worked across resort, urban, airport, and conference property types.

The result was a flexible framework giving individual franchisees a clear point of reference for implementation, with case studies tailored by market and property size.

A global hospitality group sought to enter the rapidly growing $300bn workforce travel market with a disruptive midscale long-stay brand.

Using an agile Sprint approach, we worked alongside over 3,000 stakeholders — guests, franchise owners, and executives — to shape the guest experience, franchise proposition, and go-to-market strategy.

The first property opened in early 2025, with a strong development pipeline and active conversations across key markets.

A global upscale hotel brand was losing competitive ground, with guest satisfaction scores and revenue metrics trailing key competitors.

We ran a three-phase research program — stakeholder immersion, a five-day online guest community, and competitive stayalongs across the North American market to map perception gaps and identify the highest-impact changes to product and experience.

The work enabled sharper brand differentiation and drove measurable improvements in guest satisfaction and RevPAR across participating properties.

A global luxury automotive brand had defined a compelling positioning concept but needed to make it tangible beyond marketing — for designers and engineers.

We ran a qualitative community across five markets with luxury car owners,  to explore how the brand promise could translate into technology, features, and service.

The output was a clear innovation framework with prioritized short, mid, and long-term opportunities.

A global hospitality group needed a rigorous understanding of the extended-stay landscape to sharpen its existing portfolio and identify white space for growth.

We surveyed over 1,100 US adults who had stayed in an extended-stay property in the past two years, mapping preferences, drivers, and detailed stay experiences across economy, midscale, upper midscale, and upscale segments.

The findings informed brand optimization across the portfolio and highlighted where guest needs were going unmet across the category.

A lifestyle hotel brand with European origins was generating friction with its most valuable guests,  including top-tier loyalty program members, as it expanded across the Americas.

We combined stay interviews across multiple US cities with observational ethnography to understand how the brand's playful proposition landed with different guest profiles.

The work identified specific gaps in marketing, on-property experience, and food and beverage, and proposed targeted adjustments to each.

Inspired by its wellness-oriented parent brand, a select-service hotel brand sought to develop a distinctive angle on sleep and recovery — one that could work commercially and operationally at scale. Through collaborative workshops with brand, operations, and property-level teams, we developed and proof-of-concept tested a series of activations and in-room experiences. The strongest concepts were packaged into toolkits and training materials and built into the brand program.

A global luxury jewelry brand knew men accounted for a significant share of in-store spend but lacked a clear understanding of their emotional journeys and motivations.

We combined in-depth interviews with a quantitative psychographic segmentation, validated through an online community.

The result was a strategy and toolkit — including tailored sales-floor questions — to help staff identify and personalize the experience for each buyer type.

A lifestyle hotel brand's F&B program faced a core tension: guests loved the playful, accessible format but the limited menu wasn't meeting the needs of longer stays or guests paying premium rates. We conducted research across multiple properties — using intercepts, in-depth interviews, and behavioral mapping — testing how heartier options could expand the offering without diluting brand character. The result was an F&B framework that flexed across airport, urban, and suburban contexts while preserving the brand's unpretentious atmosphere.