TEAM AUGMENTATION, RESOURCING AND UX CAPABILITY

The right people, the right skills, right now.

What would you create if you had instant access to world-class Product, UX and Research talent?

Augment your team with top tier professionals backed by Each&Other's two decades of industry experience.

Who we're working with

BNP PARIBAS
Glenveagh
Racing Digital

Plugging almost two decades of product delivery experience directly into your team.

Scale your team rapidly –

Solve resourcing gaps in product teams with top tier UX and design talent.

- Back fill rolls

- Rapidly increase capacity

- Bring in specialist-skills

- Cover pat/mat leave for critical team members

Target rapid product release –

Deploy full teams to increase the velocity of product release.

- Join existing agile development teams

- Multidisciplinary UX/UI/Research and product management squads

- Act as an independent UX unit, to deliver on defined product goals.

Enhance product delivery –

Rapidly build out delivery capability and solve technical problems –

- Experienced product owners

- Technical architects

- Front end development resources

When there is a big hill to climb, fast, you need a team that can get you there.

Pull what you need from the best UX talent pool in the world.

We have a new approach to Team Augmentation that combines the best of consultancy with the value of boots on the ground.

  • When you need to consider budgets for longer projects
  • When the contours of a project are not fully defined, but the deadlines are set
  • When you need closer collaboration with business and devs

We're different in 4 ways:

Each&Other play book

UX methods that focus on practical delivery and high quality results.

Director-level oversight

Weekly check-ins and crits with an assigned Each&Other Principal on in-flow work.

Account management

Dedicated account management for escalations, issues, and service.

World-class talent

Candidates for roles that we stand behind in quality, attitude and savvy.

Serious companies use us to drive serious change —

BNP Paribas [International]

A 5+ year programme working alongside BNP team members, transforming how international fund and securities work for internal fund managers and high net-worth clients.

  • Supplying UI, UX, research, service design and content.
  • Up to Five UX/UI/Content Designers embedded at a time
  • Mapping user needs and journeys across the business and across geographies
  • Embedding foundational UI design assets and UX methodologies
  • Shipping game-changing products.

Logitech [EU & USA]

Deep partnership across multiple hardware and software teams in EU and USA driving innovation and supporting mission critical releases.

  • UI resources to increase velocity of delivery
  • UX, research, industrial design to increase team capability
  • Supporting strategic decision-making in user needs, user workflow in gaming and productivity.
  • Working on updates to existing software and in-development products.

Racing Digital – UK

A revolutionary platform to unify workflows across channels, tasks & user groups Delivering complex platform for multiple niche users, working and collaborating together asynchronously, across devices and geographies.

  • 3 year programme
  • De-facto in-house team with 3 UX/UI Designers
  • Part-time Director of Design
  • Additional content & Research resources deployed.
  • Distributed team (UK, IRL, SA)

Create the team you need from the best UX talent pool in the world.

‘Vibe shift’ will mean investment‘Vibe shift’ will mean investment

New products need direction, but how can businesses, particularly growing ones, get a strategic view of product development without either disrupting the day-to-day or dragging leadership into operations? It’s not a new question, but it may be more important than ever. Brian Herron, director at user experience (UX) design house Each&Other, said that, following the post-pandemic ‘techcession’ and the rapid development of new technology in the form of artificial intelligence (AI), he is seeing signs that businesses are now moving into a period where there is pent-up demand to meet and a widespread understanding that investment is going to grow. “We can see it in the people approaching us, of whom there has been a huge increase, and it stands to reason as there is now immense pressure on people due to new technologies and the need to find new customer groups,” he said. As a result, Herron’s prescription is for two things: levering up the core offering, and bringing new features and new product lines to market. However, this presents a really big challenge to organisations as it means scaling or developing a new, more efficient way to do things, he said. “The vibe shift is a challenge for scale-ups. The instinct that will be there is to work harder and try to do everything, but your ability to deliver will be throttled by the leadership and clarity that your team can bring,” he said. ‘Scale-ups’, which are typically companies with a product on the market, often facing down against an incumbent player, are in an interesting position, he said. Most are growing, but there is an awareness of the threat of both renewed spending by incumbents and the likely threat from new, AI-centred start-ups. None of which is to say that businesses have been asleep at the wheel; nevertheless, there is a renewed urgency as the customer landscape is starting to shift. “The tech recession that we have gone through is coming to an end – this is true for all companies, but it’s especially true for scale-ups – technology is moving rapidly, but also, just at a more practical level, companies that have gone through realignment [now] have a desire to move forward,” said Herron. It’s not just about adding more firepower to a team that may already be able to do what they need to in terms of a product, but to bring in that strategic view. So-called ‘founder syndrome’, where founders can’t let go of the day-to-day operations, is also a problem. “Leadership teams are continually being sucked back into the product world because the product portfolio is growing, and, yes, you have the downside of ‘founder mode’ where people’s attention should be on the business but is stuck on the product.” A new way to deliver The answer Each&Other proposes to this is to place user experience (UX) design at the heart of product leadership, but in a way that scale-ups can afford. In other words, by contracting for what Each&Other calls a ‘fractional head of design’ role. “The temptation will be to hire in more do-ers, but that brings cost and there is a nervousness about cost. The answer may be to ground your team in better practices and strengthen the backbone of that team. Your team might be great at delivering, but you can help them by bringing the clarity and experience of a UX professional,” he said. By taking on a head of design on a fractional basis, he said, businesses can not only strengthen their product teams but also reduce pressure on leadership and allow them to concentrate on the business. “Bringing in a new leadership layer is expensive. That’s the bad news. But the good news is that you don’t need that person to come in full-time. You can have them come in however many days a month and work on the product and build up teams of about five or ten,” he said. The concept of the fractional head of design has its roots in two places. Firstly, IT, where fractional heads of IT and fractional CIOs are already a known quantity, and, secondly, in Each&Other’s own internal methodology. “It’s taking what has worked for us and showing how it can work for others. It’s not just about adding more firepower to a team that may already be able to do what they need to in terms of a product, but to bring in that strategic view – and do it without having an impact on your P&O [people and organisation],” he said. Ultimately, he said, this will help as competition is set to ramp up fast in the next year-and-a-half of the business cycle. “The next 18 months of high investment mean you need the plan to be there and the oversight to be there, so your team can concentrate on doing the work. You need that steady hand on the tiller, and you can get that by bringing someone in who can act as your eyes and ears.”

by Jason Walsh & Brian Herron

Learn more about what we do

– Our approach

– UX/UI and Product Design

– UX Research & Product strategy

– Service Design

– UX/AI and Innovation

– Fractional Head of UX Design

– UX Team Augmentation & capability

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