We help organizations design products, services, and customer experiences based on real people's needs, not just internal assumptions. We connect research, co-creation, prototyping, and testing with processes, technologies, and business realities so that a good idea can be turned into a comprehensible and actionable service.
An organization can have a great idea, an experienced team, and a sufficient budget, and still create a service that people use differently than expected. Often, there is a lack of a thorough understanding of the user’s situation, the entire flow of their experience, and the operational conditions that enable or constrain the service.
Design thinking helps to explore needs and transform findings into testable proposals. Service design expands the view of touchpoints, background processes, data, technology, roles, and rules
What a person needs to do, in what context they make decisions, and where uncertainty, effort, or mistrust arises.
Research separates internal assumptions from needs that repeatedly manifest in the reality of users.
The user perceives one process from first contact through use of the service to support or termination of the relationship.
The website, phone call, form, in-person meeting, product, invoice, and support create a shared experience.
Frontstage and backstage must be designed as a single system that can reliably provide the service.
The proposal must respect capacities, costs, risks, regulation, business model, and long-term impact.
The service is suitable for companies, public and non-profit organizations, product teams, service owners, HR, marketing, sales and transformation teams.
Validation of target group, need, value and key assumptions before further development
Revealing ambiguities, repeated steps, varying contact quality, and complicated transitions between channels
Moving or changing part of a service while maintaining clarity, accessibility, and continuity of the entire experience
Redesign of HR, IT, financial or other support services according to the needs of internal users
A common picture of the journey, roles, dependencies and responsibilities across departments, suppliers or institutions
Comparing options based on user needs, feasibility, impact, and the organization's ability to implement the solution
Design thinking and service design do not guarantee that every idea will succeed. However, they help reduce uncertainty before investing in full development or large-scale change.
Decision-making can be based on observations, interviews, data, and recurring patterns.
Teams will see the experience as a whole and recognize places of value, uncertainty, and unnecessary interruption.
Ideas are tied to specific needs and situations instead of internal enthusiasm without evidence.
A prototype will allow you to verify key assumptions before costly implementation.
The service blueprint will show what needs to happen in the processes, technologies, and background roles.
The result may be continuation, modification of the concept, addition of research, or discontinuation of a poorly supported intention.
A smaller assignment may yield a single map and a proven concept; a larger project may combine research, prototypes, a blueprint, and an implementation roadmap.
Questions, stakeholder groups, resources, and a summary of recurring needs, barriers, and opportunities
Work segments or scenarios based on findings, not the vague average person
Experience stages, goals, touchpoints, questions, barriers and opportunities for improvement
Connecting the visible experience to roles, systems, data, rules, and backend processes
Simplified models of a future experience, process, communication, or touchpoint
Findings, recommended adjustments, priorities, owners, open questions and next steps
Not every assignment requires all phases to be covered in the same depth. We will adjust the scope to the importance of the process, the available evidence, and the decisions that are to follow up on the output.
We will obtain basic information free of charge. This interview does not result in any professional analysis, recommendation or written output.
We will clarify the users, uncertain assumptions, scope and decision that needs to be better informed
We work with interviews, observation, data, feedback and available process documents.
We organize the findings into needs, barriers, patterns and opportunities with decision-making significance
We will create options, prepare appropriate prototypes and validate them with relevant people
We will complete processes, roles, systems, risks, priorities and recommended next steps
Not every project needs a full methodological cycle. The modules are structured so that each activity helps answer a real decision-making question.
It identifies the problem, users, uncertainties, and the decision that the project is intended to support.
Contains: objective, scope, assumptions, constraints, success criteria and mandate.
It brings knowledge of people, their situations, and the conditions of using or providing a service.
Contains: interviews, observation, feedback, research questions and collection of suggestions.
It transforms individual findings into patterns, barriers and areas of opportunity.
Contains: classification, work segments, hypotheses and problem formulation.
It depicts experience over time and reveals connections between contacts and outcomes.
Contains: phases, goals, steps, touchpoints, barriers and moments of truth.
It connects the visible experience with everything the organization needs to provide behind the scenes.
Contains: frontstage, backstage, processes, roles, systems, data and dependencies.
It connects user, professional, operational and decision-making perspectives.
Contains: workshops, generation of options, criteria and selection of concepts.
It allows you to showcase a future service before it is fully built.
Contains: storyboard, model, script, test plan, observation and iteration.
It translates a proven concept into priorities, owners, and gradual implementation steps.
Contains: roadmap, pilots, capacities, risks, dependencies and metrics.
It serves to obtain basic information and verify the appropriate form of cooperation. It does not produce any professional analysis, recommendations or written output.
The specific scope may consist of a process consultation, background study, diagnostic block, workshop, or first agreed output.
Monthly support can create a regular rhythm of research, design review, and decision-making so that the original intent is not lost during implementation.
Regular conversation about what is changing in the team, where new risks are emerging, and what intervention is appropriate
Checking whether agreed rules remain applicable, understandable and fair
Consultation of the objective, structure, questions and risks before a meeting, workshop or decision-making meeting
Substantive reflection on a communication problem, conflict, role change or decision without assuming responsibility for leading the team
The Pepax library is being built as a growing professional knowledge base. It offers content layers for independent study and professional work; it does not replace individual consultation or processing of a specific client assignment.
For someone who wants to work on the topic of personal development between meetings or independently.
- in-depth texts about values, decision-making, boundaries and career transitions,
- practical methodological sheets and reflection questions,
- case scenarios and work instructions,
- materials for independent study and ongoing evaluation.
Why it may be worth it: It helps you stay in touch with the topic at your own pace and be more prepared to make further decisions.
For professionals who work repeatedly with the topics of development, decision-making or coaching conversations.
- methodologies and decision-making frameworks,
- coaching objective and employment contract templates,
- checklists for interim and final evaluation,
- work issues, ethical boundaries and safe work frameworks.
Why it may be worth it: It reduces the need to build a working structure from scratch each time and promotes consistent professional practice.
Neither L2 nor L3 include individual consultations, review of a specific document, personal recommendations, workshops, coaching, mentoring, or work on a specific assignment.
Clear boundaries help set realistic expectations and protect the usability of the outcome
We help create the documentation, framework and support, but ownership of the process and decisions about its operation remain with the organization.
A process map is useful when people understand it, roles are clear, and the design is linked to real decision-making, data, and systems.
Time, quality or costs can only be improved thanks to decisions, implementation and ongoing management on the client side
Collaboration requires adequate availability of people, documents, data, and a willingness to openly name the difference between formal procedure and practice.
Design thinking and service design require more than a creative workshop. Pepax connects working with people, business analysis, process thinking, facilitation, strategy, communication, and experience with digital and organizational change.
Naming the purpose, boundaries, causes, requirements, and links between processes
Understanding responsibility, collaboration, decision-making powers and the real capacity of people
Linking measurement, information needs and system support to the target way of working
Working with communication, feedback and conditions that allow the new process to be used in practice
Judging a process by the value it brings to the organization and its internal or external customers
Overview of services based on individual or corporate development through relationships.
Experienced leadership and active transfer of know-how to the company.
A partner for top management decision-making when expert input is also needed.
An initial interview will help verify whether coaching, mentoring, or another form of collaboration is appropriate for your situation.
Explanation of pricing tiers for one-time services, monthly support, and library access.
The way Pepax connects human understanding, structure, communication and practical decision-making.
Design thinking is a way of exploring problems and creating solutions that focuses on people, learning, and experimentation. Service design focuses on the entire architecture of a service, including touchpoints, processes, roles, data, and backend technologies.
No. It can be used when improving an existing experience, digitizing, connecting channels, redesigning an internal service, or validating an innovation intent.
A shorter block can be a standalone consultation or workshop. A research and service design cycle can last several weeks or multiple stages depending on user availability, number of tests, and depth of deliverables.
In a service focused on real needs, access to relevant people is important. If direct research is not possible, the limits of the resources used are openly stated.
Research synthesis, customer journey, service blueprint, defined opportunities, prototype, testing record, decision basis or implementation roadmap.
The response mode depends on capacity and agreement. Normal service does not mean automatic 24/7 availability. Priority or standby mode must be specifically agreed.
The initial interview lasts no more than 30 minutes and serves only to gain a basic understanding of the situation. It does not create a value proposition or professional output. The paid service includes preparation, facilitation, synthesis, and agreed materials.
The smallest professional block that already produces an agreed work or output. A broader program will be priced according to its scope.
Monthly support helps to use and improve the program. L2/L3 provide materials for independent work, not individual implementation.
The initial interview lasts no more than 30 minutes, is free of charge and serves to obtain basic information. It does not produce a professional output. After the interview, it will be clearer whether a smaller diagnostic block, a comprehensive process analysis or multi-phase cooperation makes sense.
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