Work
We work with a small number of organisations at a time. This isn't a scale play — it's how we maintain the quality of results.
Below are selected client projects — each one involving a structural shift in how the organisation validates and funds new products.
Client: Allianz Trade
Allianz Trade, formerly Euler Hermes, had spent two years pushing innovation from the bottom up. It worked too well. Projects multiplied across more than 50 countries, and the company had no shared process or guidelines for evaluating this kind of early, unproven work.
Client: Allianz Trade
Allianz Trade's top leaders ran the culture change on themselves before asking a single team to try it. The board wanted to move faster and closer to the customer, and knew the shift had to start at the top. The regional CEO and his market heads went first.
Client: Renault
Renault's Car Data Lab sits on a goldmine: live data from connected vehicles, strong engineering, a backlog of EV product ideas like Dr Battery. The hard part was never building. It was knowing which features an actual EV driver would use, before the team spent months building them.
Client: Schneider Electric
Schneider Electric ships 300+ new products a year across 100 countries. World-class engineering, world-class manufacturing. Customer voices came in, but didn't yet shape the build.
Client: Butagaz
Butagaz built a renowned French energy business on a mature distribution model. The harder question was where the next growth would come from, and who would find it. The innovation director landed on an uncomfortable answer: the company would stop outsourcing the future and hand it to its own employees.
Client: Nissan Europe
The Nissan Innovation Lab kicked off with four strategic priorities on the table: Mobility as a Service, the EV transition, online purchasing, second-hand sales. Each had executive sponsorship. None had a customer.
Client: Schneider Electric
Schneider Electric's Industrial Solutions division had built a substantial IoT business unit of approximately 70 people. Their technical capabilities and market position were strong.
Client: Groupe Renault
Renault had built a global automotive empire through engineering excellence and manufacturing discipline. Their ability to coordinate complex cross-functional projects was world-class.
Client: Nissan
Nissan's Chairman's Innovation Award had surfaced a genuinely bold concept: cars that could change color using e-ink technology. John Ferguson's idea represented exactly the kind of breakthrough thinking the award was designed to encourage.
Client: Mobilize Financial Services
Mobilize Financial Services (MFS), a subsidiary of Groupe Renault, had built a strong position in the financial sector through innovative and tailored solutions. Their ability to serve the automotive ecosystem was well-established.
