CONTEXT
SCOPE
Table of Contents
01 — What I walked into
02 — The question nobody had answered
03 — What I actually did
04 — Part 01: I made the organisation answer the hard question
05 — Part 02: I delivered the product that held both answers
06 — What shipped
07 — What this kind of work requires
The brief
Step one
What I found
The product owner and the graphic designer:
The growth manager
The ceo / owner
The real problem
Reframe
So I worked on two things. In order.
01
I facilitated the internal conversation about what CO2IN actually was
02
I delivered the website that made the answer real
What made it hard
This was the hardest part of the project.
Not technically. Organisationally. The people with the right strategic instincts, the growth manager, had no authority to close the question. The person with authority, the owner, wasn't engaged enough to close it either. And the legacy team, the product owner, the graphic designer, were anchored to the original vision and resistant to letting it go.
What I did to solve it
I ran a structured positioning session with the full team.
Not a session about design. A session about product definition.
I put the question on the table directly:
Because the answer determines everything — the audience, the message, the information architecture, the website.
The resolution
The answer the team landed on: both. But not as one undifferentiated thing.
B2B: CO2IN as an effective, simple offset solution for responsible companies.
B2C: CO2IN as a green currency for anyone who wants to reduce emissions.
The research
I didn't run the research myself. An external company had already mapped the existing users. I used it to define who our audiences actually were their motivations, their language, their hard nos.
B2B: financial managers, HR managers. ESG compliance, employee benefits, corporate responsibility. Crypto hard no. B2C: environmentally conscious individuals. Personal carbon responsibility, contributing to change.
Crypto — also hard no.Both audiences needed CO2IN to move away from its original identity completely.
The IA problem
The hardest design challenge wasn't visual.
It was information architecture.
How do you build a single website that serves two audiences with different motivations, different language, different needs — without losing either of them?
The process
Five versions of the site map.
Not because the design was unclear. Because the product definition kept evolving as the internal conversations moved forward.
Each version incorporated new decisions from the team. Each version got closer to something the whole organisation could stand behind.
What I built
What shipped
The website launched.
It serves two distinct audiences on a single platform. It speaks to corporate ESG buyers in their language. It speaks to individual climate advocates in theirs. It doesn't mention crypto once.
The product definition that made this possible didn't exist before I arrived.
The diagnos is problem
Most companies don't know they have a product definition problem.
They think they have a website problem. Or a conversion problem. Or a messaging problem.
The symptoms are real. The diagnosis is wrong.
What it actually takes
Getting to the real problem requires someone who can hold a strategic question — what is this product, and for whom? — while also navigating the internal dynamics of an organisation that hasn't agreed on the answer yet.
Someone who can sit with ambiguity long enough to surface the real tension. Then turn that tension into something concrete.
Someone who can facilitate the conversation and then build what the conversation produced.
My thinking is the product. Figma is how it becomes real.
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