Design sprints took our clients from months of debate to a tested answer. Then AI moved the goalposts, so we rebuilt the method around it.
Jake Knapp’s Sprint came out in March 2016. Luke bought it that week. Steve got to it a year later. We didn’t know each other yet.
What we had in common was years inside big organisations, watching good ideas die in meetings. Five days, the right people in one room, a real answer at the end. It read like the fix.
We were both consultants on the same project. We’d read the same book and reached the same conclusion, so we started running sprints there. Properly, and repeatedly.
It wasn’t a workshop people enjoyed and forgot. It changed how that organisation worked.
June 2019. We immediately gave our full method deck away for free, and it went on to pass two thousand downloads. We built a Crazy 8s timer for the App Store and published Agile in Industry.
We were running international remote workshops on Miro before most people had heard of it, so when Covid moved everything onto a screen we were already set up.
As the world reopened we took in-person workshopping back into bp. Some things only happen when everyone is stood at the same wall.
Ten people, growth every year, and our own sprint training running alongside the client work.
We weren’t selling a workshop any more. We were who enterprise teams called when a decision had been stuck for months.
Ideas became free. Research took hours instead of weeks. Prototypes appeared in an afternoon.
Generating options stopped being the bottleneck. Choosing between them became one. The scarce skill wasn’t creativity any more, it was judgement.
The same rigour, rebuilt around AI. HyperSprints are ten times faster than a traditional design sprint: several concepts instead of one, more customers, tested sooner.
AI does the heavy lifting. Humans frame the problem, make the call and read the room.
Explore HyperSprintsHelp organisations become 10x better, faster, together.
Your people are already faster with AI. Your organisation isn’t. Buying more AI won’t close that gap, changing how your teams work will. That’s what we do.
A letter from the founders
To the people who still believe teams can do extraordinary things together,
We started this company because we were tired of watching good people lose to bad process. Smart teams, real expertise, genuine care for the customer — and six months later, nothing shipped. Not because anyone did anything wrong. Because the way the work was organised made the right outcome almost impossible.
Design sprints were our answer. Get the right people in a room, strip away the meetings about meetings, and let a team find out in a week what it would otherwise argue about for a year. We watched people who had never been allowed to decide anything make a brave call on a Friday and be proved right by Wednesday. That feeling — a room realising it can — never got old.
Then AI arrived, and for a while we worried it would make what we do unnecessary. It did the opposite. It made it urgent. Everywhere we look, the people are getting faster and the organisation is not. The hard part is no longer having ideas. It is choosing between them, and redesigning the work so a faster person makes a faster business.
That is the problem we have chosen to spend the next ten years on. We are no longer a design sprint company that happens to work with AI. We are a company whose whole purpose is helping humans and AI work better, faster, together — and the sprint is how we do it.
The name has changed. We haven’t. Same two people, same team, same belief that evidence beats opinion, same habit of telling you the truth in the room. We have simply adapted — the way we have always asked our clients to.
Thank you for being part of this. We would like to keep earning it.
Steve WoodCo-founder
Luke TaylorCo-founderSpeed beats bureaucracy.Teams already hold the answers.Thinking has to become action.
Steve WoodCo-founderFifteen years solving problems creatively — through plenty of politics, bureaucracy, egos, silos and meetings. Sprints are the remedy to all of them.
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Luke TaylorCo-founderObsessed with raising design maturity so organisations deliver more value. Sprints are how he makes that happen, fast.
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Ed SantanaExecutive partnerSeventeen years leading global design teams, including Head of Design at bp. Champions design thinking meeting agile delivery.
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Oliwia WilczyńskaMarketingTurns complex ideas into stories that land. Consumer psychology background, data-driven instincts.
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Sara MansellPartnerDesigner, design thinker and user researcher. A decade of helping teams uncover opportunity they had walked past.
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Pete AveyPartnerProduct designer who started out building websites in his bedroom. Looks at everything through a conversion lens.
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Laura BlockPartnerProduct designer specialising in content and accessibility. Lives for the moment a team stops box-ticking.
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Jack HortonPartnerTwelve years energising teams across industries. His mantra: do what matters, ignore the rest.
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Suzannah DevereuxPartnerCreative problem solver with a psychology background — empathetic and scientific about human behaviour.
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Stu SeddonPartnerBelieves everyone is more creative than they think. His job is helping people realise it.
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Ross PhelpsPartnerAward-winning design strategist. Blends quantitative and qualitative research into business models that work.
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Edyta JaworekPartnerTrained at Google, where sprints began. Twenty-five sprints and counting, from start-ups to Genomics England.
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James EdenboroughPartnerFacilitating since 2017, including work making European cities more sustainable. Drawn to social innovation.
LinkedInTen times faster than a traditional design sprint. In the room with your team, then straight to customer testing, then one decision backed by evidence.
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A meeting that ends without a decision was a status update in disguise. We time-box, we vote, we name a decider.
The most senior view in the room is still just a view. We build something real and let customers settle it.
AI widens the options and builds the thing. Framing, judgement and the final call stay with people.
Fast is not sloppy. It only works because the structure is tight and everyone knows their job.
The best outcome is a team that runs its own sprints and stops calling us. Everything is designed to be copied.
Humans still make the call. AI widens the options; the people closest to the work choose between them and own the decision.
AI does the heavy lifting — research, synthesis and prototypes — so a team gets to something testable in a fraction of the time.
Neither works alone. We redesign the work with your team, in the room, so the change still feels like theirs on Monday.
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