This is not consulting that fixes screens. We diagnose the structure that keeps a service from growing.
When the technology and the development are in place but the market doesn't move, the cause is usually not the screens but the structure beneath them. Greenberry starts from what users actually experience, looks at the service structure, workflows, data, and the assets that stay with the company all at once, and sets out what to do next as evidence.
Three services
Described by what you hand us and what you get back.
We usually work with founders, business owners, and product managers. The target product, research scale, number of core scenarios, level of deliverables, and number of meetings and reviews are set in the proposal. Greenberry's scope runs from research to screen design; implementation is handled by your development team. We do not guarantee sales results.
Product direction for technologies
Deciding what to build
When — the technology is built or in progress, but you haven't decided what product or service it should become.
We redefine the problem the technology solves from the user's and the market's point of view, and narrow down who it is for and in what situation. We survey competing services and substitutes, then propose the type and composition of the product, feature priorities, and a staged development direction.
Deliverables — definition of target users and situations, survey of competitors and substitutes, proposed product/service composition, feature priorities, staged development direction.
Product and service UX design
Core service
When — you know what to build, but who uses it, when, and in what order is not yet defined.
We organize users and use situations, and design the core scenarios and service flow. Where needed, we detail the information architecture, key screens, and the interaction between product and user.
Deliverables — core use scenarios, service flow diagram, information architecture, key screen designs, prototype or product interaction proposal.
User research and design criteria
Building the evidence for decisions
When — before planning or improvement starts, the team needs shared evidence of how users actually use the product.
Through field observation, interviews, and usability studies, we document how the product is actually used and the evidence behind it. We separate confirmed problems from hypotheses that need further testing, and set criteria that later planning and design can share.
Deliverables — findings and evidence, user journeys, key problems, improvement priorities, design guidelines for later planning and design.
Outside scope — full screen production, software and hardware development, ongoing development management, large-scale quantitative research, and clinical or regulatory validation are contracted separately with the appropriate party. Projects that need patent or IP strategy are run together with patent attorneys.
How we diagnose
Five layers, seen together.
Greenberry makes this judgement with a diagnostic method called E2IP. It stands for Experience to IP — linking experience to intellectual property — and equally for Evidence-to-Decision — linking evidence to a decision. They are not two competing names but the same method seen from two directions.
It evaluates a company's experience, service structure, workflows, data, and intellectual property as one object, and judges from evidence whether the service is ready to move to its next stage.
E
Experience
What users actually go through
S
Service structure
Are value, responsibility, and approval authority connected?
W
Workflow
Can tasks, exceptions, and decisions be reproduced?
D
Data
Is the data for decisions actually accumulating and flowing back?
I
IP
What of all this remains as a company asset?
Current maturityCURRENT MATURITY
We look at the maturity of what is running today. Plans and intentions do not count as evidence.
Target readinessTARGET READINESS
We look at whether the proposed plan is ready to move to the next stage. Each stage has a ceiling on the evidence that can be verified.
The layer with the widest gap between the two axes becomes the precondition to solve first, and that sets the priorities for the next 90 days. Conceptual diagram, not an actual assessment.
Can we go ahead as we are?
If not, what comes first?
What stays with the company as an asset?
Not an online survey, not a maturity scorecard, not a corporate health check, not automated AI consulting.
AI organizes the material. An expert makes the judgement.
How a project runs
Four weeks of diagnosis, ending in a decision and a roadmap.
Diagnosis runs in four-week units. Duration and scope are adjusted to the size of the service, and the fee is proposed to match the scope.
WEEK 0Scope
WEEK 1Evidence and interviews
WEEK 2Assessment
WEEK 3Calibration and opportunities
WEEK 4Decision and roadmap
At the end of four weeks you have a verdict on whether to go ahead now, and priorities for what to do first in the next 90 days.
Private briefing for executives
We explain the method and an anonymized casebook to executives in private. Tell us what decision you need to make and when, and we'll prepare accordingly.