At Optimal Workshop, we've always prided ourselves on being pioneers in the field of UX research tools. Since our inception, we've been the go-to platform for UX researchers and designers looking to conduct card sorting, tree testing, and other critical user research activities. Our tools have helped shape the digital experiences of some of the world's leading companies.

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The digital landscape is ever-changing, and with it, the needs of the professionals who create and optimize digital experiences. As we've grown and evolved alongside the industry, we've recognized the need to expand our reach and refine our value proposition to better serve not just UX researchers, but all professionals involved in delivering exceptional digital experiences.

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That's why we're excited to announce a significant brand refresh and value pivot for Optimal Workshop. This evolution isn't just about a new coat of paint – it's a fundamental shift in how we position ourselves and the value we provide to our users and the broader digital experience community.

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Why fix it if it ain’t broke? 💔🔨

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Expanding Our User Base

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While we've built a strong reputation among UX researchers, we've recognized that there's a broader audience of professionals who benefit from our tools and expertise. Product managers, marketers, customer experience specialists, and others involved in shaping digital experiences often lack access to professional-grade user research tools or the knowledge to effectively implement them.

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Our brand refresh aims to make Optimal Workshop more accessible and relevant to this wider circle of professionals, without losing the deep respect we've earned from UX experts.

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Adapting to market changes

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The UX research landscape has evolved significantly since we first entered the market. With the proliferation of prototyping tools and the increasing speed of digital product development, there's been a shift away from extensive upfront research. However, we firmly believe that incorporating the voice of the customer throughout the development process is more critical than ever.

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Our pivot allows us to emphasize the importance of integrating user research and insights at various stages of the digital experience lifecycle, not just during initial design phases.

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Leveraging our expertise

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As pioneers in the field, we have accumulated a wealth of knowledge about best practices in UX research and digital experience optimization. Our brand refresh positions us not just as a tool provider, but as a trusted partner and thought leader in the industry. We're doubling down on our commitment to sharing knowledge, standardizing best practices, and elevating the work of exceptional practitioners in the field.

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Meeting evolving business needs through effective UX

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The UX industry is evolving rapidly, with increasing investment and a diverse range of roles getting involved. From junior designers leveraging AI to seasoned researchers with deep expertise, the landscape is rich with talent and tools. However, the true value lies in how effectively these resources translate into business outcomes.

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Optimal Workshop recognizes that exceptional digital experiences are no longer just nice-to-have – they're critical for engagement, conversion, and overall business success. Our tools bridge the gap between UX insights and tangible ROI by:

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• Democratizing research: Enabling teams across experience levels to gather valuable user data quickly and efficiently.
• Accelerating decision-making: Providing fast, actionable insights that reduce design iterations and time-to-market.
• Enhancing team effectiveness: Facilitating collaboration and knowledge sharing between junior and senior team members.
• Driving business value: Directly linking UX improvements to key performance indicators and bottom-line results.

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In a landscape where basic UX practices are becoming table stakes, Optimal Workshop empowers organizations to go beyond the basics. We help teams leverage the full spectrum of UX expertise – from AI-assisted analysis to seasoned human insight – to create digital experiences that truly set businesses apart and deliver measurable returns on UX investment.

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What's changing at Optimal Workshop 🐛🦋

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1. Best-in-class research & insights platform

While our core tools remain a critical part of our offering, we're broadening our focus to position Optimal Workshop as a best-in-class research & insights platform for digital experience professionals. This means developing new tools, workflows, and integrations that cater to a wider range of use cases and user types.

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2. Accessibility without compromise

We're committed to making our professional-grade tools more accessible to a broader audience without sacrificing the depth and rigor that our expert users expect. This means developing new onboarding experiences, creating more intuitive interfaces, and providing educational resources to help users at all levels get the most out of our platform.

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3. Championing best practices

As part of our evolution, we're placing a greater emphasis on identifying, sharing, and standardizing best practices in digital experience research and optimization. Through case studies, partnerships with industry leaders, and our own thought leadership content, we aim to elevate the entire field of digital experience design.

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4. Fostering a community of excellence

We're doubling down on our commitment to building and nurturing a community of digital experience professionals. This includes expanding our educational offerings, hosting more events and webinars, and creating opportunities for our users to connect and learn from each other. 

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5. Emphasizing outcomes and ROI

We're aligning our messaging and product development with the real-world impact our users are seeking. That’s why the new names for our tools emphasize what each tool helps you achieve, rather than the technical methodology behind it. This outcome-focused approach helps users quickly identify which tool is right for their specific needs.

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How our evolution benefits you 🚀

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For our long-time users, rest assured that the tools and features you know and love aren't going anywhere, but their names are changing to plain English terms to be more approachable for professionals who may not have a background in UX research. In fact, our UXR platform is only going to get better as we invest in improvements and new capabilities. You'll also benefit from an expanded community of practitioners and a wealth of new resources to help you continue to grow and excel in your field.

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For professionals who may be new to Optimal Workshop or to formalized user research in general, our refresh means it's easier than ever to get started with professional-grade tools and methodologies. We're here to support you at every step, from your first card sort to building a comprehensive, data-driven approach to optimizing digital experiences.

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Join us in shaping tomorrow's digital experiences 🌟

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This brand refresh and value pivot mark an exciting new chapter for Optimal Workshop. We're committed to continuing our tradition of excellence while expanding our reach and impact in the world of digital experiences.

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As we move forward, we'll be rolling out new features, resources, and initiatives that align with our refreshed brand and value proposition. We're excited to partner with our users – both new and long-standing – to push the boundaries of what's possible in creating truly exceptional digital experiences.

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Thank you for being part of the Optimal Workshop community. Whether you're a UX research veteran or just starting your journey in optimizing digital experiences, we're here to support you with the best tools, knowledge, and community in the industry. Together, we can shape the future of digital experiences and make the online world more intuitive, efficient, and enjoyable for everyone.

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Onwards and upwards,

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Alex Burke, CEO Optimal Workshop

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There are over 5000 certified B Corporations around the world, including new recruit, New Zealand based SaaS company, Optimal Workshop.  The ‘B’ in B Corp actually stands for ‘beneficial’, to reflect the founding vision behind the movement: ‘make business a force for good’.   B Corp seeks to help companies balance purpose and profit, while also serving stakeholders by building a global community of like-minded organizations. We asked Andrew Mayfield, CEO and Julie Reddish, Head of People and Culture at Optimal Workshop about becoming a B Corp, the journey so far and why it’s so important.

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Why did Optimal decide to become a B Corp?

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Andrew: I’ve been interested in aligning our reporting with our purpose and values for years, so becoming a B Corp felt like a huge and natural step in this direction. Our ethos of placing people at the heart of decisions extends to the way we treat our own people, not just our customers.  So I saw B Corp as a way of enshrining this thinking into the company and making sure these aspects were considered in future decision making.  

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Sounds as if being a B Corp was already in line with your thinking.  What’s it mean in terms of action?  

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Julie: One of the things we’ve always cared about is ‘how do we show our real commitment to people, to the environment, to sustainability, to doing ethical good work?’ Finding out B Corp existed as this global initiative, this reputable, recognized way of measuring yourself against other companies was compelling.  It was a way for us to metrify or codify ‘the optimal way’ of doing things in a way that does good as a company and does good in the world.  

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Andrew: Practically it means writing up more policies to ensure the things we do for the good of our people and the planet, which we consider normal are actually written down and therefore, in effect, protected. Our Code of Ethics and Business Conduct, Whistleblower policy, Breast feeding and support policy and Environmental sustainability policy are some that spring to mind.

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Tell me about the actual journey to becoming a B Corp - what’s it been like?

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Julie: Oh my gosh - it’s been a big project.  Little did we know how much work it would take to get accredited!  It requires six different categories of certification which have, like 50 or 60 questions or areas you can gain points in and you need a minimum of 80 points to get certification.  A lot of the questions weren’t really applicable to us so we really had to look closely and think, ‘what is there already that we do inside Optimal that actually equates to saying yes to that question?’ We had an awful lot of thinking to do about which questions to put our time and our money into.  

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Andrew:  There were a lot of things we did that weren’t fully documented, that was the hard part. We didn’t have to change much of our actual behavior to be honest.  We have been for years looking at a people-centered approach - our three values are Approachable, Bold and Curious. We had to write things down, make sure they were where people could find them.  There wasn’t a lot we had to change to get our entrance score as such. If we want to continually improve each year then we will need to make continual changes for sure, like anyone trying to self improve.

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Julie:  We thought we were quite close, then there was this massive surge of interest and eight months to even see a consultant, then another six months before the verification process even started.  

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That’s when the rubber really hit the road.  We were working away on different bits of the B Corp certification like there’s one for having an office set up for breastfeeding.  Do you have a lockable door? Do you have a place that is private? Does everyone know? Is it communicated? Do you have a policy on breastfeeding? You had to look at each of those things and make sure that you could back it up with evidence.  And that might be worth 0.2 points.  

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Sounds like a detailed and rigorous journey - but also quite meaningful and actionable?

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Julie: We already had thoughts on what we could do to make our organization great like sourcing local produce and local suppliers but the process of becoming a B Corp really flushed it out for us.  Some of the suggestions and categories were things we were already looking at within the bigger picture of being a good employer and being a good contributor to our communities. Going through the assessment helped us identify a whole other layer of things that we could and should be doing.

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Beyond measuring female representation, what else could we be doing for diversity?  What about our indigenous representation? What could we be doing for people with disabilities?  It got us into deeper thinking about what diversity actually means. It’s pretty amazing.

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What does being a B Corp mean for your employees?

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Julie:  As an employer it’s reaffirming a commitment to treating people well and human-centered work practices.  So the real nuts and bolts come down to individuals thinking how might I get involved with this:  If I see something I don’t feel is right I call it out.  I can also advocate for what is right.

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Andrew:  More and more I think people are interested in working for companies that care for more than simply enriching their shareholders, that care about taking care of their team and of their environment and of their impact more broadly, of the change they seek to make on society, knowledge-sharing and all this sort of thing.  People are more aware of considering this on choice of where to work, where to stay and just generally where to spend their time.  We all have scarce time these days and strong choices to make and it does play into where people choose to work.

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Does this extend to customers?  What impact, if any, does being a B Corp mean for them?

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Andrew:  B Corp certainly takes into consideration who you choose to use as suppliers so it becomes a bit recursive in that way. If our customers value the fact we’re a B Corp then they need to be thinking about choosing suppliers who are also B Corps - so it would gradually happen over time I’d imagine. 

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Julie: It’s about thoughtful practices.  Not just following trends. It’s about what works, not what’s popular. 

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What’s it feel like to be part of this global community called B Corp?

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Julie:  I think it's a really cool company to be in.  To share our thinking, to share policies and resources with somebody who’s traveled that road before us, with its dragons and potholes, to actually follow in someone’s footsteps, but also make it our own ‘Optimal’ way.  

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Andrew: Being part of a community of B Corps supporting each other with new ways to manage these obligations we choose to put on ourselves to be better corporate citizens as such is valuable.  While there’s no desire to make it hard, sometimes it is hard to make sure you’re doing the right thing.  It requires extra research and extra conscientiousness when making decisions so sharing ideas and experiences.  Feeling like you’re not the only one who’s been there can help.

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Becoming a B Corp is quite an achievement however the work doesn’t stop there does it?

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Andrew: My understanding is the requirements get harder and that’s a good thing.  We can all get better.  The biggest areas for us to improve are things like sharing information in decision-making, we’re already pretty transparent but haven’t formalized that so there are things we can do there.  

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The next checkpoint is in three years and we’re expected to improve plus the requirements get more onerous - so we’d better improve!

It’s going to be a big year for Optimal Workshop, with the recent announcement of a NZ$10m investment by New Zealand private equity firm, Pioneer Capital.  We caught up with Andrew Mayfield, Optimal Workshop’s CEO, to find out the story behind the investment, why now, and what it means for the future.

The Tech start-up route isn’t for everyone but you’ve been part of Optimal Workshop’s success story from early on when it was ‘just 4 people in a windowless room’! What appealed to you back then?

“I worked on the initial prototype for Optimal Workshop with our founder, Sam Ng, in 2007 and eventually joined the team myself to take over from Sam two years later. When I was handed the reins the brief was simple: create ‘kick-ass tools that make life easier.

With this focus on tools to make life easier, life online especially, we settled on a suite focussed on user experience research. It’s turned out to be a field that’s grown an average of 40% year on year so there’s no reason to leave that field. In fact, I’d say Optimal Workshop has been a strong part of enabling the UX field, and user research especially, to grow as it has.”

So, that early focus on user experience was a good call, ahead of the curve even?

“It was timely I guess.  People were just starting to appreciate user experience as a key differentiator.  I’ve always thought of it as a necessary shift in the way people think about design. That you’d consider your users and you might follow specific methodologies so you can do that consistently and inclusively. Ideally, much of what we call user experience would eventually be considered a natural part of any good design process. It’s just good practice as a designer to consider the real, diverse, and evolving needs and context of the people who actually use what you make.” 

When you put it that way it feels pretty compelling, even common sense. Fast forward 14 years, what’s the attitude towards UX now?  

“What’s interesting now is there are so many people practicing user experience.  When we started there was no UX-specific education, no university courses.  Everybody in the field had come from some other field and they were all bringing their influences from somewhere else and I found that very interesting. 

Every person I spoke to provided a different lens. It seemed to me that everyone had entered the field, even if it meant dropping some other illustrious career, because they cared about trying to make things, digital things primarily, substantially better than what was available at the time. And by and large they did this by listening to real people doing real things, in real contexts..  Simple, but almost unheard of at the time.

The field of UX has matured a lot over time but there’s still a long, long way to go. If anything, good information is getting harder to find so we still have a lot more work to do."

Clearly, you have big plans for the future. You’ve just announced pretty exciting news - getting an investor, Pioneer Capital, on board.  Why now?

“We are in a big market and from the start our users have almost pulled the product out of us. It has never felt like we've needed to push anything uphill. We've grown organically to a point where we now feel comfortable that we have all the foundations in place for a truly great company. The team is hungry to have a greater impact and to grow fast — so it’s time to put some more fuel in the tank and get on with it.

Pioneer Capital is a great fit for us as they want to help us build a great company that’s fit to endure, and they’d already had us on their radar for some time.”

Sounds like good timing all-around.  What kind of growth are you hoping to achieve with Pioneer Capital’s support?

“There’s been a real elegance in growing organically because you only do what is necessary and what customers absolutely appreciate. We've been growing our team at the speed of revenue growth. This means we've only really been able to hire for roles when we really need them. Now with funding, we can look ahead and hire for what we expect to need tomorrow, instead of what we needed yesterday."

Exciting times.  What’s the key to keeping Optimal Workshop ahead of the game?

“Keeping our customers at heart. Many companies say it, and it’s addictive once you start doing it. Once you start listening to people and give them what they need - which isn’t necessarily what they asked for - it’s very gratifying. That's what we’re going to continue doing."

You can find out more about the NZ$10 million investment by New Zealand private equity firm, Pioneer Capital in our media release.