Proof, sorted by what it moved.

Bambuser built its customer base through a hands-on sales motion and wanted a product-led path for buyers who preferred to evaluate on their own. A scilla.studio growth team stood up the self-serve funnel, and among the results, lead conversion rose 260 percent in four months.

Mentimeter's growth lead wanted testing to become a team practice, and brought scilla.studio in to help build it.

Plick experimented actively but had no shared model of how it grew, six people gave six different answers, so prioritisation defaulted to whoever argued best.

Roaring had spent a year on agency-led marketing across three sales tracks without an internal answer for who it was actually selling to. Roaring's leadership team brought in an interim Head of Growth to build that answer and stand up the company's first growth team.

55 Degrees wanted to add a product-led growth motion but only had a half-finished picture of who its users actually were. Rather than commit to a strategy first, 55 Degrees did the groundwork itself, a workshop and real user research, before deciding.

Discovery on a business-critical bet found the business logic contradicted what was technically feasible, so the team changed the rules instead of building the wrong solution.

Aller Media's Product Director wanted her four product managers able to argue for a bet on something that doesn't exist yet, not just prove an existing flow works better. scilla.studio ran a six-week coaching programme that built that argument into each PM's own roadmap.

Apotek Hjärtat needed a growth lead who could make its tracking trustworthy and its A/B testing succeed at a high tempo. Kajsa Hedqvist ran a CRO audit of the purchase flow, then built the hypothesis register that lets each test cycle's learnings carry into the next.

Atlas Antibodies, the original manufacturer of highly validated primary antibodies, set out to give researchers a buying experience that matches its products. With scilla.studio it ran a fast pre-study, user-tested a new digital design and design system, secured its GA4 analytics, and specified the new e-commerce MVP so the platform choice was made on evidence.

Avanza had bet on moving its people from product owners to product managers with real strategic height, able to lead the product strategically and operationally without losing speed. scilla.studio trained 40+ PMs on outcome ownership, from business outcomes through discovery to roadmap.

Bannerflow brought in a scilla.studio senior product designer and kept extending the engagement for nearly three years. Design reviews moved from taste to testable behavioural goals, and accessibility became an ongoing track instead of an afterthought.

Briox had bet on a product-led growth motion: a marketplace where consultants list themselves, built on a growth loop tied to the platform's core marketplace dynamics. No one had tested whether that loop would close, or how a listed consultant becomes a Briox customer.

Cetti wanted to get ahead of tracking debt before scaling its newest marketplace, with data fast enough to access and easy enough to understand for the whole team. scilla.studio built the foundation that let Cetti put data to work in everyday decisions and strategic bets.

Chroma wanted to explore growth loops and see whether that unlocked creativity in how the team thought about growth. The workshop got everyone thinking in systematic loops instead of settling priorities by whoever argued most persuasively in the room.

Fishbrain wanted to explore growth loops and what they could mean for the company, sparking creativity company-wide. The team built its September offsite around getting a shared model for how the product spreads, rather than leaving growth calls to whoever argued loudest.

Fortnox rolled out self-serve analytics across roughly 20 autonomous product teams and ended up with plenty of numbers but no shared practice for turning them into decisions. It brought in scilla.studio to build the missing analyst function and get teams reading data the same way.

H&M invited scilla.studio to run an inspirational workshop for eleven teams in its R&D and tech organisation. The session gave the teams a shared understanding of hypothesis testing, A/B testing, and experimentation for product growth.

Hapkey had zero churn among six paying customers but wasn't sure whether new signups were reaching the product's payoff. Alongside a growth loop workshop on how to build the product to support growth, scilla.studio walked the signup flow as a first-time user to find out.

Hjärnfonden ran a series of workshops with scilla.studio on hypothesis testing, experimentation, and growth loops, aiming to unlock creativity and find new ways to create sustainable growth. The work turned scattered ideas into 63 scored hypotheses, each tied to a real donor pain.

Kivra had a high-risk strategic bet on monetization it wanted to feel more secure about, almost a second opinion from a customer-centred angle. scilla.studio ran user research with private users to identify risks and opportunities and validate the assumptions behind the board decision.

Kognic's CEO wanted to know whether a shared way to prioritise experiments would help seven engineering teams spend their build capacity on the ideas most likely to matter. The workshop gave them one.

Lassie brought in scilla.studio to analyze its onboarding, find where customers were dropping off, and design a new flow. The audit traced the drop-off to the moment customers confronted price, and the new design put price next to every choice instead of at the end.

Metria's two product teams needed help working outcome-focused, with product-discovery capability and product-trio ways of working. Leadership also wanted to explore its 29-product portfolio and work it more efficiently and strategically, so the scilla.studio coach built an AI-assisted portfolio prototype leadership tested live.

Mindler's team already knew where new users met friction in onboarding. They brought in scilla.studio for a detailed UX teardown of the whole flow, from website to app, and got a prioritised set of quick fixes, experiment hypotheses, and bigger ideas to keep exploring.

Nibiru's tech and UX leads had already built a shared way to score every initiative, but couldn't get the whole office to believe in it. Linda Eriksson delivered a lecture on hypothesis testing and validating ideas before building, so product decisions could support growth.

Öresundskraft shares one app and codebase with two other energy companies, where every screen needed cross-company sign-off without a common design language. scilla.studio placed Mica Eriksson as interim product designer for the complex interfaces, building the shared Atomic Design System the teams now build from.

Preglife brought in scilla.studio for an onboarding assignment: analyze new-user behavior, find opportunities, and suggest a way forward. The team already knew it lost 49% of new users in week one, but had no map of where the drop-off happened or a defined activation moment.

Sambla's CPO Kjersti Thorneus wanted her product managers holding strategic conversations and explaining how product is built sustainably to create growth, not just delivering against requests. scilla.studio ran a workshop in product strategy and roadmapping that taught product discovery habits, framing outcomes, and building roadmaps.

ScreenSmart was about to start buying traffic but didn't know if new users understood the app's exchange logic well enough to convert. scilla.studio's onboarding review gave them concrete opportunities and examples for making onboarding better and keeping more of those users.

Scrive's PMs already understood outcome-driven work but couldn't get traction because leadership lacked the same frame of reference. Linda Eriksson from scilla.studio gave the whole tech and product organisation an inspiration talk on outcome over output, giving leadership and teams the same shared picture.

Skippo brought in a product designer to rework its onboarding ahead of a seasonal push into a new business area, testing the design with the target group before live traffic arrived.

Skymaker wanted to know exactly where its self-service journey for Dynamaker held up on its own, and where a salesperson was quietly covering the gaps. scilla.studio mapped the journey, then the collaboration continued as six months of coaching that gave the team a prioritisation filter.

Soundtrap's growth team had to lift free-to-paid conversion while one interface had to onboard two audiences with very different prior knowledge, so every design choice meant trading one group's experience off against the other's.

Statistics Sweden's BALSAM is a data and AI project for statistical analysis and machine learning, jointly funded by four public organisations. scilla.studio contributed a technical product manager who aligned the funders on who the platform was actually for before the November delivery deadline.

Strawberry's hotel managers made channel decisions without a combined picture of what each booking actually costs, with the cost data scattered across sources.

Teemyco brought in Joni Lindgren from scilla.studio as interim Chief Product Officer while it searched for a permanent hire. The engagement focused heavily on making onboarding work and exploring growth loops, tracing exactly where new signups were failing to turn into invited teams.

TeledyneFLIR decided its FLIR ONE app deserved the same measurement rigour already built around its cameras. scilla.studio raised product analytics capability among roughly 20 product managers, then ran the pilot: picking the tool, implementing it, QA'ing it, and training the team to run it on its own.

Tradera's four product teams ran their own experiments with no shared way to weigh one team's hypothesis against another's, so ideas duplicated. Daniel Wiskman brought in scilla.studio to get the teams up to speed on experimentation, high-tempo testing, growth modeling, and growth loops.

Yepstr invested in testing which ideas solved a real problem instead of assuming, and grew revenue 40 percent while the discovery practice stuck with the team.