WE MAKE
UX THAT FLOWS CLICKS WORKS

Most engagements start with one of three things: users aren't getting what they need, a product idea needs to become something real, or an experience feels disconnected across touchpoints. Tell us where you're stuck and we'll help you figure out which service fits.

Tip: Come with the problem, not the solution. We're often most useful before you've decided exactly what to build.

If your team already has strong UX capability and clear direction, you may just need extra hands, that's staff augmentation. If you're facing a complex or unfamiliar challenge and want an outside partner to lead the work, that's consulting. Many clients use both.

Tip: If you're unsure which fits, ask us. We'd rather scope the right engagement than the biggest one.

Start a conversation. Tell us what you're dealing with, and we'll help connect the dots, what service fits, what the engagement could look like, and what outcomes are realistic.

Tip: Bring specifics: a business goal, a frustrated user group, or a product that isn't landing. Concrete problems get concrete answers.

No. We've worked with organizations at every size and stage, from startups defining their first product to large enterprises modernizing decades-old systems. What matters is whether you're ready to make decisions based on real user evidence.

Tip: Readiness matters more than size. If leadership is willing to act on what research shows, we can help.

UX Design focuses on understanding what users need and shaping how they experience your digital product or service. Product Design goes further, turning a concept into something people will actually use and value, from early strategy through prototyping and testing.

Tip: If you're starting from an idea rather than an existing product, Product Design is usually the better fit.

Customer Experience research and strategy uncover what customers genuinely need at each stage of their relationship with you. Service Design takes that understanding and orchestrates it, connecting every touchpoint, front-stage and back-stage, so the whole experience feels consistent and intentional.

Tip: If customers describe your experience as disjointed or inconsistent across channels, start with Service Design.

It means helping you bring AI into your business without losing the human factor. That includes AI UX strategy, research into how people respond to AI features, and design work that keeps AI transparent and trustworthy rather than confusing or alienating.

Tip: Start with research into how your specific users respond to AI, not with the technology itself.

Both. Brand Design covers identity, strategy, and visual systems. Website Design combines content strategy, information architecture, and UX to build experiences that actually support people where they need to go. Many engagements touch more than one of our eight service categories at once.

Tip: If your brand feels inconsistent across channels, that's often a symptom of a deeper experience gap worth investigating first.

It's the framework behind everything we do. It connects four areas, Brand, Content, Product, and Service, into one coherent experience arc instead of treating each as a separate project. Most organizations get one or two of these right; Experience Thinking makes sure all four work together.

Tip: Ask which of the four quadrants your organization has invested the least in. That's often where the biggest gap in customer experience lives.

Brand sets the promise. Content educates and guides people toward it. Product delivers the actual solution. Service connects all of it across the full customer journey. When one quadrant is out of step with the others, customers feel the disconnect even if they can't name it.

Tip: Map a single customer journey against all four quadrants. Gaps usually show up as confusion or drop-off at handoff points.

No. We apply it at every scale, from a single usability test to a multi-year digital transformation. The framework just ensures that even small, focused work stays connected to the bigger picture rather than optimizing one piece in isolation.

Tip: Even a one-week engagement benefits from asking which quadrants it touches and which it doesn't.

With Consulting, Akendi leads the initiative: we own the outcomes, set the milestones, and bring a proven methodology. With Staff Augmentation, your team leads, and we integrate into how you already work, adapting to your process rather than replacing it.

Tip: Choose consulting when you need strategic direction; choose staff augmentation when you already have direction and need more hands.

Yes, and many clients do. A common pattern is consulting to define strategy and direction, followed by embedded staff to execute against that plan over time.

Tip: If you're not sure which model fits, just ask. We'll help you figure out the right blend.

In consulting engagements, knowledge transfer is built in: your team learns and gains insight throughout the project as a natural part of how we work. In staff augmentation, it's ongoing, since embedded team members share expertise continuously as part of your day-to-day operations.

Tip: If building internal capability is a priority, say so upfront. We'll shape the engagement to support it either way.

That's consulting territory. It's project-based, with defined objectives, clear milestones, and a proven methodology behind it, built for situations where you need structured results without building the capability internally first.

Tip: Reserve staff augmentation for ongoing, evolving work where your team already knows the direction.

We're a global team of researchers, designers, and strategists with backgrounds spanning anthropology, psychology, engineering, design, and business. That mix means every engagement gets more than one lens on the problem.

Tip: Ask who specifically will be on your project. The mix of backgrounds often matters more than headcount.

We work with your team, never around it. Whether we're leading a consulting engagement or embedded as staff augmentation, the goal is genuine collaboration, not a vendor handing off deliverables and disappearing.

Tip: Ask potential partners how they define collaboration. The answer usually tells you a lot about how the engagement will actually feel.

We measure success by outcomes, not deliverables. That means we stay engaged with how the work performs after launch, not just whether it shipped on time.

Tip: Ask any partner what happens after delivery. If the answer is 'nothing,' that's worth knowing before you sign.

Results range from a website becoming the top-ranked utility site in its country, to an AI product portal that shaped how union members understood a new tool, to safety management platforms built on real user research instead of assumptions. Real examples are on our case studies page.

Tip: Look for case studies from your own industry or a similar one to gauge relevance to your situation.

We've worked across healthcare, government, finance, telecom, energy, associations, and more. Browse our work by industry or ask us directly, we can usually point to a relevant project even if it's not published publicly.

Tip: If you don't see your exact industry, ask anyway. Many of our methods transfer directly across sectors.

It depends on the goal, but we typically track things like task completion, user satisfaction, reduced support costs, and faster time-to-launch. We agree on what success looks like at the start of every engagement, not after the fact.

Tip: Define your success metrics before the work begins. It's much easier to prove value when you know what you're measuring against.