Three short stages, run on repeat. Discover, Accelerate, Evidence — feeding into each other instead of hand-offs. Behaviourally-informed throughout. The loop is what makes the work compound.
Most digital health work fails not because the technology is wrong but because the behaviour around it is unaccounted for.
Founders ship features instead of testing hypotheses. Academics build elegant tools that nobody adopts. Innovation programmes generate slide-decks that nobody acts on.
The U·X·C loop is what we run instead — drawing on behavioural economics (Craig's PhD), Conversation Analysis and Discursive Psychology (Cordet's MDTsInAction programme), and direct frontline experience from delivering burnout-prevention wellbeing to 5,000+ NHS staff. Applied across product, founder development and team formation in parallel — because in the work, those aren't separate problems.
"What's actually in the way?"
Discover is the part most consultancies skip in favour of producing a deck. We treat it as the most important stage — because every wrong diagnosis costs months downstream. Two to four weeks, intensive, written read at the end.
It's that psychological safety for someone to lead an intense project, and still come out sane at the other end.
It's made me look at other areas of my work life and think about what I can do to make this more sustainable, and imagine myself in this role in ten years' time.
Without coaching from UXC there could have been a lot of hidden potential within our team that wouldn't be realised.
"Ship. Coach. Adjust. Ship again."
Accelerate is the longest stage and the one that compounds. Product, founder development and team coaching all run together — on the same sprint cadence, with the same person across them. That parallel-run is the hard thing most engagements split apart.
"Investor-ready, REF-eligible, board-ready."
Evidence is what most engagements treat as a final deliverable — and we treat as the input to the next Discover. One body of work, restructured for whichever audience needs to act on it next. Then the loop re-enters.
The loop is the structure. These are the principles we hold to inside it — across founders, universities and NHS innovation work alike.
If we can't tell you which behavioural mechanism we're targeting, the technology is premature. We ask the mechanism question before we ask the build question — every time.
We sit inside the team, on the same sprint cadence. Advisory roles produce slide-decks. Embedded work produces shipped product, scaled founders and evidence that holds up.
Two-to-four-week Discover stages are non-negotiable. The diagnosis is what we sell first — the deliverables earn their place after.
We're a small team. We turn down work where we're not the right people — and we tell founders when their venture isn't ready. The honesty is what protects the method.
Most engagements end with a final report. Ours end with a diagnosis that re-enters the loop. The work compounds because the evidence loops, not because the contract renews.
The first call is twenty minutes — diagnostic in tone, written read either way. If we're not the right fit we'll say so, and ideally point you to who is.
