Stop the Rollercoaster

BUILDING BUSINESS INTELLIGENCE THROUGH RESEARCH To design that experience, we conducted one of the most comprehensive research pieces in their history: 30 in-depth interviews 100 survey responses 10 cross-functional workshops Market and desktop research What emerged were three critical insights shaping the entire transformation: 1. Supported employment becomes exciting when people see real pathways. When individuals realised the genuine growth and opportunities this provider offered, their entire narrative shifted; from limited options to new possibilities. 2. Compliance is necessary, but differentiation requires movement and meaning. The organisation needed to create something bigger: a movement people wanted to join, not just a service that ticks boxes. 3. There was a visible tension between purpose and profit. Many staff believed commercial investment undermined the mission, not seeing how sustainable growth actually expands their impact. These insights became the anchor for the experience design work; and they became crucial later, when we hit an unexpected red flag. THE POLICY THAT WAS GREAT ON PAPER At the same time I was working on the customer and employee experience, another consultancy had developed a new policy and growth framework. On paper? Beautiful. In practice? Risky. The policy introduced a traffic light system to help supported employees reflect on their growth: Green = ready to grow Amber = maybe Red = not right now But here’s the issue: even with the best intentions, red always feels like the wrong choice. For people in supported employment; many of whom already face societal messaging around “not enough,” “not capable,” or “not progressing fast enough”; seeing themselves placed in “red” could trigger exactly what the organisation wanted to avoid: shame fear resentment pressure feeling “less than” And according to our research, sometimes people are simply not in a season of stretching. That doesn’t make them wrong. It makes them human. If the organisation wanted to build a culture of safety, choice and empowerment, the traffic-light system was moving in the opposite direction. WE MADE IT WORK BY DESIGN So instead of simply creating an accessible pack based on the flawed policy, I asked a different question: “What would this look like if it was human, encouraging, practical and empowering?” The answer: A tangible, inclusive card game. How the card game works The game allows supported employees to self-identify where they are in their growth journe; without ever needing to label themselves as “green” or “red”. Players sort different phrases into categories that reflect how they feel, what they value, and what they’re ready for. Together, they and their mentor can identify: strengths preferences immediate needs barriers next steps pathways that feel safe and exciting Why it works It uses branded colours, not traffic lights → no colour is “good” or “bad” It’s hands-on, which is more accessible and engaging It opens up rich conversations naturally It builds empowerment and agency It aligns with the organisation’s future direction and desired culture This wasn’t just a redesign; it was a reframing of the entire philosophy behind the policy. THE IMPACT: A SUCCESSFUL ROLLOUT Even before full rollout, the response has been powerful. Mentors and supported employees were excited to pilot the game Early conversations were more open, positive and nuanced The organisation requested 25 additional sets for wider testing Leadership saw how this approach matched their vision of becoming a leading force in supported employment And this is just one touchpoint. THE BROADER EXPERIENCE TRANSFORMATION Alongside the game and policy redesign, we are reimagining several key moments in the employee experience, including: The carer experience, starting long before someone joins the organisation The welcome and onboarding journey, making it more supportive, warm and confidence-building Everyday wellbeing and fun, embedding it into the culture, not adding it as an afterthought Together, these elements form a coherent, consistent and human-centred experience that is: impactful inclusive sustainable emotionally safe operationally realistic and culturally aligned THE BIGGER MOVE This organisation isn’t just improving processes. They’re leading a shift in the sector, making supported employment something people can feel excited about. They want to attract the right people, retain them, grow sustainably, and create experiences that spark hope instead of pressure. And this case study is one small window into what happens when policy meets real people, and is redesigned with genuine understanding. If you’re a purpose-driven organisation wanting to turn complex policies, insights or services into experiences that work for real people; let’s talk.