For leaders with one big bet

Know what to build before you build it.

For product, digital and commercial leaders with one high-stakes bet. In two days you get a working prototype, evidence from real users, and a decision you can put in front of a board.

Talk it through →Frame it free→
A product team working through a prototype together on laptops

“Based more on logic and data, than wishful thinking, Skysoclear have been a pleasure to work with.”

Pawan Saunya

Pawan Saunya

Co-founder, gomi

End of testimonial.

Sound familiar?

“We've got a date in May and we still haven't agreed what we're putting in front of clients.”

Every year there's a room where leadership works out what goes in front of clients — the stand at the conference, the demo at the board, the thing the announcement gets built around. Six products sit at roughly the same stage, three of them want the same slot, and the honest expectation is that whatever finishes first is what gets shown. Nobody has decided what the date is for.

The decision — what has to be true on the day, and what gets cut now so the rest can be real.

“We've been at this for months and no customer has touched it.”

Someone senior has started asking whether this belongs with a different team. The build is real, the team is busy, internal demos go fine. Then a proper test session happens and users fail silently in front of you. Nobody can say whether more of the same will fix it.

The decision — keep improving what exists, or reopen the journey it was built around.

“We're not short of money. We're short of a reason to say no.”

Budget is there. Contractors are there. What isn't there is agreement on sequence, so the backlog fills with whatever the most senior person asked for most recently. Every item has an advocate and none of them has evidence. The risk isn't running out of money — it's getting to the end of the year having spent all of it and not being able to say what moved.

The decision — what gets funded on evidence rather than on who asked.

“I'm accountable for this next quarter and there's nobody in the seat until next year.”

You own the outcome and the date doesn't move. The people who'd normally help you work it out aren't available, and some of them won't be for months. So the choice gets made by whoever is loudest, or it doesn't get made at all, and either way it's your name on it.

The decision — which one thing unlocks the others, and whether it can be defended to the people signing it off.

How it works

Frame, create, validate, decide.

The Build Loop, refined over 200+ design sprints and 1,000+ user tests. Four modes that move you from an ambiguous brief to a decision backed by evidence. In the two days, we run it once, fast.

01 · Frame · Day 1 · Morning

Frame the bet

Define the metric, the users, the evidence, and what you’d have to see to know it’s working.

The Frame is the foundation. Get this wrong and the rest of the loop chases shadows.

We define the metric that needs to move (and why), identify the users affected, gather the evidence the problem is real, and form a hypothesis we can actually test the very next day.

The Frame lives on one canvas — short enough that your team writes it without us, structured enough that your sponsor can read it and commit.

02 · Create · Day 1 · Afternoon

Build the prototype

Your team prototypes it. In hours, not weeks.

Create is where AI tooling earns its keep. Your team scopes the minimum testable build and prototypes it, with us alongside. Whatever AI tooling you already use.

What used to take a sprint takes an afternoon. The point isn’t speed for speed’s sake — it’s that fast prototypes let us validate the Frame before any expensive engineering commits.

By the end of Create you have something real enough that a user will respond to it like the finished product.

03 · Validate · Day 2 · Morning

Test with real users

Test with real users. Observe behaviour, not opinions.

Validation is where opinions stop and reality starts. Your team puts the prototype in front of five real users and watches what they actually do.

Not surveys. Not ‘would you use this?’. Direct behavioural observation. Drop-offs, hesitation, confusion, surprise — the moments the team needs to see with their own eyes.

Agents run the prototype overnight first, at volume, to find where it structurally breaks. That means your five real sessions aren’t spent discovering a broken button — they’re spent finding out whether anyone wants it.

We document what we observe as evidence — clean enough to anchor the next decision, raw enough that the team trusts it.

04 · Decide · Day 2 · Afternoon

Make the call

Ship, improve, pivot or stop. Walk out with a 90-day plan.

Decide is where the two days pay off. The evidence is in. Now we commit.

Ship: the evidence holds, commit. Improve: the direction is right and the execution isn’t. Pivot: the opportunity is real but you had the shape wrong. Stop: the evidence says no, and you move on with reasoning the board can defend.

You leave with a 90-day plan, a sponsor-ready decision doc, and the templates to run the next one without us.

What you leave with

Four artefacts the team keeps.

Most sprints leave you with a wall of post-its and a deck. This one leaves you with the things below — and a team that knows how to run the next loop alone.

01

A working prototype

Built live with Claude Code, not sketched in Figma. Real enough that a user will respond to it like the finished product.

02

Behavioural evidence

5–8 user sessions, run on day two. Clips and notes the team trusts because they watched it happen.

03

A 90-day plan

The next 90 days ordered — ship, iterate, or kill — with rationale the sponsor can defend in a steering committee.

04

Templates to repeat

Frame Canvas, Linear board, validation script, decision doc. Your team runs the next loop without us.

In practice

What the two days look like.

A snapshot of the two days in the room — framing the bet, building the prototype, watching real users, and making the call.

Day 1 · Morning

Framing the bet

We agree the metric that needs to move, the users involved, the evidence on the table, and the hypothesis we’ll test — a Frame the sponsor can sign off.

Why it’s different

Not a design sprint, an offsite, or another deck.

Most high-stakes product decisions stall in the same place: a slide, a steering committee, a quarter of refinement before anything reaches a user. We replace that with two days of evidence-gathering work — and a decision the team made with their own eyes. We’ve tried the other formats. Here’s where each one stops.

vs. Design sprint

Validation, not just prototype

A classic design sprint ends at the prototype. We carry on into a full day of user testing and a decision document — the team leaves with evidence, not just a clickable artefact.

vs. Offsite

Decision, not deck

An offsite produces alignment and a wall of post-its. Two days produces a 90-day plan and a sponsor-ready decision the team made with their own eyes.

vs. Strategy deck

Evidence, not opinion

A deck explains. This ships a working prototype, tests it with real users, and brings back behaviour — not a recommendation that sits in a steering committee for two quarters.

Who’s behind it

Practitioner first. Coach second.

I’m Ross Chapman. I’ve been Head of UX, Head of Design, and fractional product strategist for companies including Marsh, Quilter, and Wood Mackenzie.

For 20 years I’ve watched teams struggle with the “how” of product work. This is my answer — it works in practice, not just in theory. I use the tools I teach (Claude, Linear) on real client work every day.

The two days are the fastest way to test whether the method is right for your team. One bet, evidence either way, a decision you can defend.

More about how I work

What people say

From the people we’ve worked with.

“We walked in looking for clarity. We walked out with a validated path and real decisions we could act on — that's the difference the loop makes.”

Jon Lee

Jon Lee

Partner, Digital Practice, Oliver Wyman

“They made what could be a stressful process utterly enjoyable. Consummate professionals capable of leading complex projects with multiple stakeholders.”

Paul Moynihan

Paul Moynihan

Founder, We Find Venues

“Alistair and I are really happy with the design work and UI you provided for Gameplan. We’ve had lots of excellent feedback on it specifically, and we’re very appreciative of how far you’ve taken the project.”

Andrew McDonald

Andrew McDonald

CEO, Gameplan Performance

“We were very happy with progress and look forward to the realisation of what we worked on and sharing it more widely.”

Amy Simpson

Amy Simpson

Product Owner, Wood Mackenzie

“They made time for me immediately. We jumped on a call, I explained what we needed doing, and within a couple of hours they had sent me over a first iteration. They immediately understood exactly what we were trying to do.”

Hannah Parvaz

Hannah Parvaz

Head of Growth, Curio

“The service provided was thorough and well thought through. This enabled us to go back to our client with a great rationale as to why areas should be changed.”

Nicky Griffin

Nicky Griffin

Designer, Visual Assets

“We genuinely appreciate the time and effort dedicated to Sikoia. It’s been very valuable and we are grateful for what’s been achieved.”

Alexis Rog

Alexis Rog

CEO, Sikoia

“Working with Skysoclear was transformative for Sentrisk. Their ability to navigate the environment and set the team up for success made all the difference.”

Cory Cruser

Cory Cruser

Partner, Oliver Wyman

When it works

This works when two things are true.

Check both first. If either isn’t true yet, start with the fifteen-minute Frame instead.

01

The people who can decide are in the room.

Both days. If your champion has to sell the outcome upward in a meeting we’re not in, the two days produces a recommendation instead of a decision, and recommendations are where this work goes to die.

02

There’s still time for the decision to change something.

Six months out from your date, you’re deciding. Six weeks out, you need a delivery partner, and that isn’t this.

Not sure yet?Frame the decision in fifteen minutes→

Investment

One price for the two days.

The two days

Booking

£9,000

One-off · two days, end to end

Two in-person days, Frame through Decide

Working prototype built in Claude Code

5–8 real-user validation sessions, scheduled and run

A 90-day plan, ready to deliver

Sponsor-ready decision document

All the templates to run the next loop yourselves

Talk it through →

Logistics

Venue

We'll source a venue close to your office for optimum focus.

Travel + stay

Billed on top, at cost — and many clients prefer to arrange it themselves.

Team size

2–8 people. Four to six is the sweet spot.

Day two

The person who can make the decision has to be in the room. It's where the call gets made.

Bring

The decision, the evidence you have, access to real users, and any existing research.

What’s included: facilitation, the prototype build, recruiting and running the user sessions, the decision document, and all templates.

Not in scope: we don’t become your PM, we don’t ship production software, and we don’t guarantee the hypothesis will land — we guarantee you’ll know either way.

FAQ

Common questions.

Talk it through

Tell us the decision you’re stuck on.

£9,000 for the two days. No obligation. Send us a note and we’ll reply within one working day.

  1. 1Send us a note
  2. 2A 30-minute call to pressure-test the decision
  3. 3We walk you through a one-page scope of the two days
  4. 450% holds your dates, the rest after

We read every message and reply within one working day.

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