At Pontes Crematoria, we looked beyond the death care industry’s focus on operational efficiency to ask what grieving people actually need.

The result: a crematorium opening in 2029, designed to redefine the industry’s standards, scripts and rituals.

At a global non-food retailer, we flipped the usual AI-first cascade by asking why teams would, and wouldn’t, want to use AI.

The result: a pragmatic, honest AI narrative that fitted the corporate strategy, addressed teams’ aspirations and fears, and shaped a programme to make AI relevant to store staff.

Luxury car brands obsess over the vehicle. At Lexus, we went further, turning the brand’s ‘omotenashi’ heritage into an automotive experience on a par with five-star hospitality.

The result: a retail experience that helped Lexus become the NPS leader in most European markets.

When ING Insurance (later NN) prepared for its IPO, we paired international experience standards with a customer movement that invited staff to show customers they cared.

The result: hundreds of grassroots initiatives, leading to #1 or other top NPS positions in every market.

At Grant Thornton, we looked beyond the professional services focus on meeting clients’ needs to ask how clients should feel at every stage of the relationship.

The result: shared standards for both the practical and emotional sides of client experience, with measurement and capability development across 100+ markets.

At Generali, we broke with the habit of scripting every possible customer scenario from headquarters. Instead, we crafted a global customer manifesto and worked with market teams to turn it into experiences they could stand behind.

The result: a set of customer standards for purchase, claims, service and renewal, with the people, technology and organisational capabilities to deliver them.

At Philips, we shifted marketing’s focus from the company’s technology-centric heritage towards an approach led by customer insight.

The result: one of the world’s first global, cross-functional Net Promoter programmes, stronger customer-led marketing capabilities, and better alignment between marketing, sales and technology.

Some other projects include:

• Creating and implementing international experience standards at Oriflame, Vodafone, Bridgestone, …

• Implementing customer-centricity programmes at Bekaert, Deloitte, Weber-Stephen, Mercedes, McLaren, …

• Developing and introducing new value propositions at MCE, Lantmännen-Unibake, Sanoma Group, …

• Implementing customer voice, strategy and employee programmes at Toyota.

• Setting up a global advocacy programme for Bordeaux wines (tasty!)

• and so on …