Re‑Productizing the Insight Sprint

Over the last few months I have been moving from a loose list of services into a clearer packaged offer. I had been working under the Sky Island Project banner with a menu of services like strategic messaging, narrative field research, cultural insight, market benchmarking, and so on. They all made sense to me and reflected the work I actually do, but what I started to see is that they were not making it easy for people to say yes. Many of the people I want to work with do not really know what they need. They are dealing with a problem and are trying to make sense of it. My role is largely diagnostic. I am the one who should be recommending what we should do, not waiting for them to self‑diagnose and pick a line item from a list.

That realization led me to re‑productize my work around the Insight Sprint. Instead of a bunch of loosely related services, the Insight Sprint is a short, high‑impact engagement that starts with a diagnostic phase and quickly moves into actionable recommendations. I take a week or two to gather the right mix of field insights, audience or user narratives, and environmental context, then synthesize those findings into a clear set of next steps. It is flexible enough to fit the different sectors I serve, but consistent enough that it can be understood as a single offer.

The other big change was how it is presented. Instead of keeping a services page full of abstract service names, I am now restructuring the site so people can navigate by industry. When someone visits, they will be able to click into HealthTech, Civic and Urban Planning, Cultural and Education, EdTech, or Product Development and see an explanation written in their own language. Each industry page describes the kinds of challenges I help solve in that context, explains how the Insight Sprint works, shows relevant case studies, and links to blog posts for that sector. This way they self‑identify where they belong and do not have to figure out if “strategic messaging” or “narrative field research” is the thing they should be looking for.

The process also included rewriting all of the Insight Sprint descriptions so they are more concrete and data‑driven. Instead of leaning on vague trust talk, each page now focuses on the data I gather, how I analyze it, and the direct application of those insights. For example in HealthTech that might mean mapping where adoption drops during onboarding and creating a targeted messaging framework. In Civic work it might mean uncovering why meeting attendance is low and producing an engagement plan backed by resident feedback data. In product development it might mean identifying workflow friction and aligning onboarding with actual user goals. Each version shows the same structure but is tuned for the audience.

Looking back, the key lessons are simple but important. First, clarity matters more than completeness. A single well‑framed offer with clear entry points beats a long menu every time. Second, people want to see themselves in your site and materials. By organizing by industry, I am making it easier for them to feel like I am speaking directly to them. Third, being explicit about process and deliverables makes the value visible. When you describe the actual data, analysis, and outputs, people understand what they are buying and how it will help them.

This re‑productizing is about more than just packaging. It is about aligning the way I talk about my work with the way my clients actually look for solutions. It is about making the diagnostic role visible and making the first step toward working together as simple and obvious as possible. The Insight Sprint is now the bridge between a complex set of skills and a client’s immediate need, and that bridge is built to be clear, fast, and easy to cross.

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