Case study · Client confidential · 2025–2026

AI avatar product concept — research-led north star

Nov 2025 – Feb 2026 Lead researcher, end-to-end Consumer electronics client Account lead · PM · Designer

Two phases of mixed-methods research reframed an AI avatar concept from "smart speaker with a face" into a sharper expert-coach narrative with two viable beachhead audiences — directly shaping the product brief and supporting an executive demo.


Context

A hardware proof-of-concept had generated executive excitement but lacked the research-backed foundation needed for leadership confidence that the product had legs. The core questions: does this concept work with consumers, who is it for, and what does the avatar actually do for users?

I took the methodology lead from kickoff, reworking learning questions across three test plan iterations. The most consequential call came in week 8: I reversed my own initial position on qual-vs-quant sequencing, recommending qual-first based on the early-stage nature of the concept. That decision shaped the entire engagement.


Approach


Key findings


Impact

2
Beachhead audiences identified, up from one
3
Leadership levels the work climbed
72 hrs
Turnaround for restructured readout + PRFAQ + north star draft
~24 hrs
To deliver poster-ready metrics for executive demo

Research directly informed hardware placement decisions (bedroom removed from consideration), onboarding sequence design, and product positioning. The engagement grew from a research scope to include concept film support, PRFAQ contribution, north star drafting, and executive demo prep — scope expansions that reflect decision-making trust, not just delivery.


Reflections

Reversing my own methodological position mid-engagement — from quant-first to qual-first — was the right call and one I'd make again. The instinct to commit early was wrong; the concept's maturity level should drive sequencing, not habit.

What I'd do differently: identify the single most load-bearing claim in the client's internal narrative and test it directly in Phase 1. The client's pitch leaned on an assertion that never made it into the stimuli — a gap that only became visible late. I'd also name client-side stakeholder misalignment earlier rather than absorbing it into the deliverable.

Synthesis framing matters as much as findings. A mid-engagement feedback session made clear the report read flat for internal selling — findings were right, but buried. Leading with the strategic assertion and using data to defend it, rather than building from data to assertion, is now a standing practice.

Supporting materials available upon request. Client name, concept names, stimuli, and participant quotes abstracted per NDA. Artifact list pending NDA review.