Imaginology
Brand strategy studio
My role
Shared strategy, owned systems from North Star to Tactics
Worked With
Chris Chapman - CEO/Founder
COO, CMO, Head of Accounts, Marketing Team
Project Status
In flight
Imaginology
Brand strategy studio
My role
Shared strategy, owned systems from
North Star to Tactics
Worked With
Chris Chapman - CEO/Founder
COO, CMO, Head of Accounts,
Marketing Team
Project Status
In flight
Imaginology
Brand strategy studio
My role
Shared strategy, owned systems from North Star to Tactics
Worked With
Chris Chapman - CEO/Founder
COO, CMO, Head of Accounts,
Marketing Team
Project Status
In flight
Creative Platform
Insight And Opportunity
THE SITUATION
When I came in, Imaginology was a complex machine. Every offer ran on the same terms regardless of what it was, and capacity choked.
WHAT I DID
Chris and I architected the product ecosystem around a Studio doing creative development and an EDU offer doing facilitation.
WHAT WAS LEARNED
Facilitation was actually a way to go deeper on a project. Treating it as a peer to the Studio was creating an unclear positioning for buyers (see North Star).
WHAT I DID PT. 2
We folded facilitation into the Studio as an upsell. We recognized that we weren’t living our rally cry, Make Space to Make, so we built another arm of the business.
THE DECISION
We designed a Studio with facilitation inside it and a Venture Studio. The Venture arm engaged founder-led, mission-driven companies in return for revenue sharing or equity. The Studio focused on clients that would fund the Venture arm. If work didn’t fit either track, we wouldn’t touch it. The Studio branch didn’t get the volume to work the way the architecture intended. Mike Bennett Studios and Send Bars were examples of the Venture Studio in action.
PRODUCT ECOSYSTEM ARCHITECTURE
01
Studio + EDU Architecture
02
Studio + Venture
PRODUCT ECOSYSTEM ARCHITECTURE
01
Studio + EDU Architecture
02
Studio + Venture
WHAT IT MEANT
The full product ecosystem required a pipeline to support both arms of the business.
WHAT IT MEANT
The full product ecosystem required a pipeline to support both arms of the business.
THE SITUATION
When I came in, Imaginology was a complex machine. Every offer ran on the same terms regardless of what it was, and capacity choked.
WHAT I DID
Chris and I architected the product ecosystem around a Studio doing creative development and an EDU offer doing facilitation.
WHAT WAS LEARNED
Facilitation was actually a way to go deeper on a project. Treating it as a peer to the Studio was creating an unclear positioning for buyers (see North Star).
WHAT I DID PT. 2
We folded facilitation into the Studio as an upsell. We recognized that we weren’t living our rally cry, Make Space to Make, so we built another arm of the business.
THE DECISION
We designed a Studio with facilitation inside it and a Venture Studio. The Venture arm engaged founder-led, mission-driven companies in return for revenue sharing or equity. The Studio focused on clients that would fund the Venture arm. If work didn’t fit either track, we wouldn’t touch it. The Studio branch didn’t get the volume to work the way the architecture intended. Mike Bennett Studios and Send Bars were examples of the Venture Studio in action.
PRODUCT ECOSYSTEM ARCHITECTURE
01
Studio + EDU Architecture
02
Studio + Venture
WHAT IT MEANT
The full product ecosystem required a pipeline to support both arms of the business.