Engrama was set up by Guy Culshaw and Tom Phillips, two seasoned customer strategists who have worked on some of the largest and most complex customer management programmes in the world. Tom and Guy have experience across industries including retail and e-commerce, financial services and payments, hospitality and travel, transport and logistics, consumer goods, media, entertainment, technology and data.
They set up Engrama to address a problem they had seen many times: decision paralysis. Organisations had insufficient confidence in the potential impact of change to move forward at pace.
What they repeatedly witnessed wasn’t poor strategy but smart teams trying to get sensible plans through long validation cycles, expensive pilots, fragmented A/B testing, unreliable customer research, and slow organisation mobilisation.
Months of work resulting in a presentation to the board with an estimate of the potential upside of a plan but with no real confidence in what the results would be in market or what the unintended consequences might be. The outcome, status quo bias. By the time confidence was eventually built, customer behaviour had shifted. The moment had moved. The upside had narrowed.
That frustration led them to build a different approach; a way to simulate decisions before launch and to compress months into days. Giving leaders the confidence to act while the opportunity is still live.
Engrama helps you close the gap between insight and action.
Our experts have worked on some of the most successful and profitable customer management programmes in the world.
In neuroscience, engram cells are where the brain stores memory.
That’s our philosophy: Engrama exists to create, store and update an organisation’s memory of change. What happened when we introduced a new strategy or modified a business rule? And what happened across the customer ecosystem because of what happened?
In the same way as the human brain, we create a continuously improving customer decision capability where:
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