Read across for the range.Read down for the depth.
Read across a row for the range. Read down a column for the depth. Most engagements start in one cell and work downward as trust builds, and the reason they can is that the person answerable at the start is still answerable at the end.
The reputationhad already outrun the website.
The U.S. Air Force Academy is a national institution whose standing was not in question. Its digital presence was. Pyxl built the brand system underneath it — a new logo and typographic system, brand guidelines, and a rebuilt, search-optimized website — with Pyxl staff working on base to capture the leadership, spirit and character of the Academy rather than interpreting it from a brief. The work went on to win an ADDY.
“The process was incredibly collaborative, with Pyxl employees working on base to really capture the leadership, spirit and character of our academy.”Lt. Col. James K. Evans · U.S. Air Force Academy
A naming decision after a merger is a board decision with a number attached. It gets made in a room where nobody is looking at typography. The work is giving that room something it can actually argue with.
Recognition, image, market presence, versatility, legal exposure, expansion potential, loyalty, integration complexity, innovation, risk, culture and cost. Leave any of them out and somebody raises it in the meeting anyway.
Positioning, narrative architecture, identity systems, design systems and rollout across digital, retail and packaging. The part everyone pictures when they hear brand is the part that comes after this.
What the analysis findsbefore anyone opens a design tool.
On every experience engagement the first deliverable is a quantitative read of the existing site: who the users actually are, how traffic moves seasonally, what path they take in, and where they stop. Only then does anyone design. These are real findings, and none of them are aesthetic.
The same quantitative read runs against a logged-in application rather than a storefront. On the CASE Facilities Management partner portal the paths that mattered were bid, counter-offer and award — not browse and checkout — and the analysis is what decided the screens.
Bikini tops and bottoms were separate products
A customer buying a swimsuit had to find two pages, in two collections, and hope the sizes matched.
Both components purchasable from one page.
The add-to-cart popup skipped the cart
It sent buyers straight to checkout, past the cart-level sample selector. The top complaint in customer service, invisible in analytics.
Cart rebuilt to preserve the selector. Sticky add-to-cart added.
Twenty product templates for one catalog
A legacy workaround had produced twenty separate product.liquid files. Any change had to be made twenty times, so it was made once and drifted.
Consolidated into flexible page types, including a promotional variant.
Navigation weighted to editorial
Swimwear was buried below content pages on a site whose entire revenue was swimwear.
Rebuilt around commercial priority, with imagery in the dropdown.
Search failed on common misspellings
A shopper who typed the product name slightly wrong got nothing and left.
Sitewide autocomplete, color filters grouped by family with swatches.
How a finding gets produced.
Findings like the ones above are not opinions delivered confidently. Each comes out of a method with a sample size, and the method is the same whether the client sells software or swimwear.Product put in real households for a fixed period, with structured reporting at intervals rather than a single exit survey. Three rounds run on one consumer hardware program.
A recruited panel driven through the live purchase path task by task, recorded, with drop-off logged at the step rather than the session.
The same task run against category benchmarks, so a finding is stated as a gap against what buyers already expect rather than as a preference.
Every recommendation costed against engineering effort and modeled revenue before it reaches a roadmap. Findings a client cannot afford to fix are not findings.
WCAG conformance scoped as an engineering deliverable with a remediation sequence, not a plugin and an overlay.
Not one of these was a taste problem. Technical debt is a conversion rate problem, and the cart is the most underleveraged page in DTC.
The layerthat either holds, or it doesn't.
Brand can lose the pitch. Experience can lose the conversion. Growth can waste the quarter. Platform can stop the business — which is why it is the one depth never handed off when the work gets difficult. Regal's ecommerce, loyalty and account systems were three connected products, Corporate Box Office, Crown Club and REGmovies.com, running inside an established Magento environment that could not be paused to rebuild.
The same depth, behind a login rather than a storefront. CASE Facilities Management runs a two-sided service-partner portal with Salesforce as the system of record, a full bid and counter-offer lifecycle, magic-link authentication and role-based permissions.
A Regal account, a social sign-in and an external account all have to resolve to the same customer — one who then carries a loyalty balance, order history and entitlements that have to be right every time.
Read the Regal Cinemas case study →This is the one layer where being wrong costs money continuously, not once — so it is the last thing anyone here hands to a model.
Two channels, the same reported return.One of them twice the price.
Reported ROAS is the number most agencies present and most clients accept. On Craft Sportswear it said Meta and Google were performing about equally. Third-party attribution said otherwise, and the difference was the whole quarter.
The same discipline lands on pipeline rather than return on ad spend. On HubSpot retainers we report attribution coverage and pipeline sourced every quarter, because a committee sale has no single click to credit.
The same engagement found discount codes and email sign-up offers auto-sourcing into the product catalog feed, which was inflating reported revenue on every channel. Fixing the feed changed what every other number meant.
Cutting spend can grow returns. That only sounds counterintuitive if the measurement is wrong.
Creative is the variablethe auction actually prices.
Targeting, bidding and budget all matter. In an auction, creative quality decides whether you win the impression at a cost that makes the maths work. So the creative team sits next to the media buyers, sees the same dashboard, and builds against what is winning in-platform today. No brief, no handoff, no fortnight of lag.
The same team makes the sales narrative and the enablement assets a committee actually reads — the deck the champion forwards, and the one-pager the finance seat opens first.
Single, carousel and collection across Meta, Google and Pinterest, designed at platform-native dimensions.
Six to thirty seconds, mobile-first: fast hook, clear product, strong end card. Re-edited from existing footage before any net-new production.
Long-form primary text for Meta where the first line is the hook. Concise headlines for Google responsive. Native register for TikTok and Pinterest.
Sequential narratives, plus custom creative overlays on the catalog feed so dynamically served ads are not raw Shopify product shots.
Meta for scroll interruption, Google for intent, Pinterest for aspirational vertical browsing, TikTok for native feel. Not one set resized four ways.
One strong creator video yields three to five finished ad units. Creators are sourced on audience alignment and content quality, never on follower count.
Seasonal campaigns get dedicated production four to six weeks ahead. Every asset is scored individually on hook rate, CTR, CPA and ROAS, and tracked for fatigue before performance degrades.
Do not read this list.Search it.
All 57 services we deliver, in one field, tagged to the depth each one sits at. Type the word you arrived with. Every line has been built inside a named engagement, staffed in-house on a U.S.-based team.
Strategy
9Where the engagement starts, and the reason the later depths do not thrash.
Bought by 17 named clients
Branding
12Identity, architecture, messaging, naming and packaging.
Bought by 148 named clients
Design
9Research through interface, with a working artifact early rather than a deck.
Bought by 54 named clients
Engineering
9The part we hold in-house, and the reason the depths compound.
Bought by 187 named clients
Marketing
9Run as a program with named owners, not a channel checklist.
Bought by 336 named clients
AI
9In production for B2B and eCommerce clients alike, with a principal at the front and the back.
Bought by 8 named clients
Prototype, project,or retainer.
Three ways to start. Choose the amount of commitment you want, not the amount of sales process you want to endure.
Prototype
One senior strategist. Seven days. A working artifact you keep whether or not you hire us.
- Eight or nine views on a live URL
- Visibility baseline and schema gap analysis
- Brand voice library
- Walkthrough with the strategist who built it
Project
One named outcome, one named date, one number agreed in writing before anything starts. Change orders only for work you ask for that was not in the original scope.
- A single cell of the matrix, taken all the way down
- Named target agreed before we start
- Weekly working session, no status decks
- Handover documentation your team can operate
Retainer
Continuous work across B2B and eCommerce, at more than one level. This is what the seven-phase engagement in our case study became, one phase at a time.
- Principal-led, with your Account Director on the work
- Quarterly arc agreed with your leadership
- Any level, either practice, one accountable team
- Infrastructure you own at the end of it
Strategy, design, engineering, QA and the handover documentation. Third-party licences — HubSpot seats, Shopify Plus, Klaviyo — are yours directly, at your rate, never marked up through us.
Usually two to three weeks from a signed scope. Most B2B site builds run twelve to twenty weeks to launch; most Shopify migrations run ten to eighteen. Tell us the date on the first call and we will tell you whether it is achievable.
Media buying with no strategy behind it, and anything we cannot staff with senior people. If a request sits outside what we do well we will name a firm that does it better.
“They demonstrate a strong understanding of what's needed to complete a project, ask all the right questions, and deliver quality. They are reliable and flexible when it comes to rush projects.”
Or start with what is happening to you.
Seven situations we have been hired into more than once — each one crossing both lanes, each with a client behind it who reported the number.
Questions we getbefore the first call.
Do you use subcontractors?
When a job needs expertise we do not carry full-time, yes — and we bring in named specialists rather than anonymous capacity. You never manage them, brief them, or hear their name in an excuse. The principal who scoped your work is accountable for what ships either way.
Do you publish your prices?
Yes. The seven-day prototype is a fixed $5,000. Projects run roughly $5,000 to $300,000 and up. Retainers run roughly $5,000 to $100,000 a month. You get a fixed figure in writing after one scoping conversation, and we publish the ranges because a fifteen-page site and a multi-brand platform are not the same job.
How do you price your work?
Three ways. A seven-day prototype is a fixed $5,000. Projects run roughly $5,000 to $300,000 and up depending on scope. Retainers run roughly $5,000 to $100,000 per month. You get a fixed number in writing before anything starts, and change orders only for work you ask for that was not in the original scope.
Can we start small?
Yes, and most good relationships do. The seven-day prototype at $5,000 is the smallest useful thing we build: a working version of one specific idea for your business, delivered by the strategist who led it. You keep it whatever you decide next, and there is nothing to sign afterward.
Who will actually be doing the work?
Senior people, named at kickoff. The person who scopes your engagement is accountable for what ships. We bring in specialists by name where the work calls for one, and we do not hand accounts to a junior team once the contract is signed.
Can you work with our in-house team or existing developers?
Yes, and often that is the better arrangement. We work on a feature branch in your repository, ship to staging for your review, and merge to production after your sign-off. Your developer's role is access and approval rather than implementation load.
What if we already have a website we mostly like?
Then we do not rebuild it. Plenty of engagements start as messaging and CRM work on top of a site that is fundamentally sound, or as a set of targeted fixes to the pages that carry the pipeline. We will tell you plainly if a rebuild is the cheaper answer, and we will tell you when it is not.
How quickly can you start?
Usually within two to three weeks of a signed scope. If you are working against a launch, a funding announcement or a season, tell us the date on the first call and we will tell you honestly whether it is achievable.
What do you not do?
We do not sell media as a standalone service with no strategy behind it, and we do not take on work we cannot staff with senior people. If a request is outside what we do well, we will say so and point you somewhere better.