Case studies
Five businesses. Five difficult marketing decisions.
See what each team faced, what we found, what we challenged and what changed next.
ULTI: Make a century-scale idea clear to an audience you cannot interview.
How do you earn attention from trustees and institutional investors you cannot cold-call, survey or recruit for research?
- Find
- The audience was modelled because it could not be reached directly – the modelling was built from public evidence and expert context.
- Challenge
- Competing Value Propositions were put against the buyer contexts that mattered before one was chosen.
- Apply
- The approved direction was carried into the offering, the go-to-market plan, a full identity and a live site.
Evidence: 7 primary + 4 secondary personas · 4+ candidate Value Propositions · 4 offering pillars · full identity and live site in five weeks
"The people we serve – trustees, sovereign-fund CIOs – are almost invisible online; they write nothing about what actually worries them. This work gave me the precise language, brand and visuals to finally speak to them – and start building a community you can't reach any other way."
Velby: One audience turned out to be seventeen Mindsets.
How do you speak to one community whose members are there for different reasons without flattening them into one message?
- Find
- The club worked from six personas. The work returned seventeen distinct mindsets underneath them – including two high-value segments the club had not been targeting at all.
- Challenge
- The client read every single mindset against their real experience of real members – the validation was a person recognising their own people, not a score.
- Apply
- Eight strategic Narratives and a channel plan across the buyer journey, sized for a small team – and a live member event followed.
Evidence: 6 personas → 17 Mindsets · 2 previously untargeted segments · 8 Narratives · 14 channels across 5 journey stages · one live event held
Velby later used the platform with brands in its own network.
Buildout: Move an assessment out of the wrong category.
What do you do when buyers understand the words but put the product in the wrong box?
- Find
- Who actually buys this, and what they already believe the category is.
- Challenge
- The framing, the Narratives and the name itself.
- Apply
- The identity moved from Frames & Games to Buildout, with a site and a go-to-market plan built on the new framing.
Evidence: audience research · Narrative work · rebrand and naming · site and go-to-market
Hoply: Reject the wrong route before launch.
How do you rebuild a pre-launch story when the business model itself is changing underneath it?
- Find
- Segmentation and buyer work on a market that had not bought anything yet.
- Challenge
- Messages were tested live, with the client's own team, against real people – and the consumer route did not hold.
- Apply
- The business direction changed on that evidence, the new route showed early signal, and the engagement ended before it shipped.
Evidence: live message testing with the client team · hundreds of people carried to the interest stage · real enquiries and calls
"Before Hoply sold a single seat, we tested different versions of our story with real audiences across Europe on Meta – to see what actually works, not to guess. When our business model changed halfway, the strategy moved with it instead of starting from zero."
GYG: Reveal what the agency’s own story was leaving out.
How do you make an agency's combination of PR, media, events, social authority and AI visibility read as one coherent system?
- Find
- Four GYG specialists ran the agency’s own brand through Creative Engines. The Mindsets and marketing plan gave them one strategic view.
- Challenge
- Its existing materials made AI Visibility look like the whole offer. The wider PR, media, events and social-authority system was getting lost.
- Apply
- The gap informed a clearer authority model and concrete requirements for future client-facing work.
"Everything that feeds the content generation is top — the mindsets, the marketing plan, the whole structure works."
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