How CURVEJUMPER'S Go-to-market Strategy Consulting boosted a Personal Mobility Brand’s Innovation Breakthrough
From idea overload to market-vetted concepts in 10 days—powered by insights, AI, and CURVEJUMPER’s agile go-to-market strategy consulting.
Key Learnings
When having data and ideas alone just isn’t enough to build market-ready products
The cost of missing a launch without a go-to-market strategy in place
How CURVEJUMPER’s 10-day sprint turned stalled ideas into validated solutions
The role of business growth consulting in aligning ideas with internal capabilities
How AI workflows, consumer feedback, and strategic clarity delivered results 3x faster
In today’s fast-moving consumer landscape, innovation isn’t just about having great ideas; it’s about knowing which ones to pursue, when, and why.
As needs and preferences evolve, innovation teams at companies struggle to keep up, often juggling a flood of disconnected concepts, unable to prioritize or align them with real consumer insights. Without clear insight or structure, innovation becomes a guessing game.
Ethan Parker, 44, Vice President of Innovation at a national personal mobility solutions brand, faced this reality firsthand. His company, focused on improving movement and quality of life for aging adults, was generating plenty of ideas, but when it came to taking them to the market, they lacked a clear and streamlined strategy.
Ethan Parker, 44, Vice President of Innovation at a national mobility solutions brand, faced this reality firsthand. His company, focused on improving movement and quality of life for aging adults, was generating plenty of ideas, but when it came to taking them to the market, they lacked a clear and streamlined strategy.
Ethan’s biggest challenge was turning scattered ideas into feasible, consumer-relevant products that the business could act on. Keep reading to find out how Ethan transformed their innovation pipeline with the help of go-to-market strategy consulting that fused AI workflows with strategic clarity.
When Having Data and Ideas alone just isn’t enough to Drive Business Growth
Ethan’s company had no shortage of product ideas. As a leading mobility brand serving adults aged 55 and above, his team was constantly brainstorming ways to improve daily movement, strength, and independence for their target audience. However, with so many ideas and a limited structure, they struggled to determine which ones were worth pursuing.
They gathered tons of data and initial consumer insights, but it lacked specificity, offering broad observations that didn’t translate into a clear go-to-market strategy. Internally, there was no unified framework to assess feasibility, prioritize effectively, or link concepts to actual needs.
The gathered tons of consumer insights, but it lacked specificity, offering broad observations that didn’t translate into a clear go-to-market strategy. Internally, there was no unified framework to assess feasibility, prioritize effectively, or link concepts to actual needs.
Without focused guidance, the innovation process remained slow and uncertain.
When the Lack of Go-to-Market Strategy Consulting Led to a Failed Launch
Ethan knew his team was lacking focus, and the cracks had already begun to show. The breaking point came when a new product, intended for a spring launch, missed its development milestone for the third time. Despite months of effort and significant funds of investment, the product wasn’t market-ready.
During the final review, it was clear that the prototype lacked relevance, and the marketing and sales team were unable to align on a singular and streamlined go-to-market strategy. Ultimately, the product was pulled from the calendar, and a key seasonal window was lost.
During the final review, it was clear that the prototype lacked relevance, and the marketing and sales team were unable to align on a singular and streamlined go-to-market strategy. Ultimately, the product was pulled from the calendar, and a key seasonal window was lost.
Leadership was frustrated and wanted Ethan to clarify the innovation failure. Ethan found himself scrambling for justification—everyone had done the work, but no one had the right direction.
Ethan decided to get to the root of the problem, reevaluating the entire innovation process. He soon realized that what they lacked was a way to tie idea generation to execution.
His team has the creativity, but what they needed was structure—a way to ground ideation in actionable consumer insights, score ideas against internal capabilities, and test early with users before investments are made.
His team has the creativity, but what they needed was structure—a way to ground ideation in actionable consumer insights, score ideas against internal capabilities, and test early with users before investments are made.
How CURVEJUMPER’S Go-to-market Strategy Consulting Delivered a 10-Day Innovation Breakthrough
In the aftermath of the missed launch, Ethan began searching for a partner who could bring structure without slowing things down. Finally, a former colleague introduced him to CURVEJUMPER, a business design firm that provides more agile advisory services to drive growth for their clients.
Unlike traditional agencies or consultants who only scratch the surface, CURVEJUMPER brought a structured 10-day sprint rooted in business growth consulting and powered by AI workflows and immersion, and integration with Ethan’s team. From Day 1, the focus was clear: turn ambiguity into action.
Unlike traditional agencies or consultants who only scratch the surface, CURVEJUMPER brought a structured 10-day sprint rooted in business growth consulting and powered by AI workflows. From Day 1, the focus was clear: turn ambiguity into action.
Each day of the 10-day sprint had clear goals, expectations, inputs, processes, and outputs.
The process began with a macro-to-micro analysis of the 55+ demographic, surfacing the top 20 social and economic dynamics shaping their lives. Ethan’s team was engaged in a ranking and inclusion exercise to try and align their business capabilities best to these highly prevalent, significant economic trends in the market, such as the increasing population of people living alone into their 60s – mobility solutions MUST keep these dynamics in mind!
By Day 2, Ethan’s team was aligning those shifts with specific needs in senior mobility—everything from muscle maintenance to energy patterns throughout the day.
Day 3 introduced CURVEJUMPER’s Creative Rumble,” where Ethan’s team, CURVEJUMPER strategists, and AI tools worked together to merge consumer needs, macro trends, and internal capabilities into early product ideas.
Days 4 and 5 pushed those ideas further, generating AI-driven concepts tied to specific dayparts like morning stretching routines and evening strength sessions.
On Day 6, each idea was evaluated using a Delphi method, ranking feasibility and speed-to-market based on internal Expert resources across Marketing, Sales, Innovation, Product Development, and Operations
By Day 7, AI-generated product visuals were created for priority, feasible, and insight-driven ideas—not just standalone images, but contextual scenes that brought each idea to life.
On Day 8, real consumers reviewed the prototype sketches in context, offering feedback, preferences, and detailed insights.
On Day 9, the CURVEJUMPER team and Ethan’s team worked together to synthesize all consumer feedback to nominate the best ideas for success and build a strategic business case, tying insights directly to product positioning, timelines, and potential commercial value.
On Day 10, Ethan presented a vetted, go-to-market-ready portfolio to senior leadership, restoring stakeholder confidence and securing alignment to move forward.
In just 10 days, what once took 10+ weeks was complete, with consumer-initially-validated ideas, internal buy-in, and a focused plan to go to market.
The difference was immediate. Ethan saw a vetted, prioritized innovation roadmap emerge in less time than a typical concept meeting. CURVEJUMPER’s blend of business growth consulting and go-to-market strategy consulting had not only salvaged a struggling pipeline, it had accelerated it.
The Lasting Impact of Go-to-market Strategy Consulting on Innovation and Growth
In just 10 days, CURVEJUMPER helped Ethan’s team shift from a fragmented pipeline to a focused, consumer-validated innovation roadmap. What once took months now took days, with better outcomes and far less waste. By combining AI-enabled workflows with deep consumer insights, CURVEJUMPER provided the clarity and structure Ethan had been missing.
Unlike traditional firms with cookie-cutter solutions, CURVEJUMPER scoped exactly what Ethan’s business needed—delivering outcomes 3x faster and at up to 70% lower cost. Their collaborative, hands-on approach removed the burden of bloated processes and PowerPoint decks, replacing them with speed, precision, and confidence.
Through their customized go-to-market strategy consulting, CURVEJUMPER helped translate scattered ideas into clear, executable business strategies—anchored in what consumers truly want.
Ready to move faster, smarter, and with greater clarity? Let CURVEJUMPER turn your untapped ideas into actionable strategies!
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Brian Myers
Founder and CEO of CURVEJUMPER
Brian Myers is the Founder and CEO of CURVEJUMPER Growth Foundry who has specialized in Growth Acceleration, Business Design, World Class Marketing, Brand Management, Innovation, Design, and Growth Strategy for over 25 years. Brian has an MBA from the Kellogg School of Management, serves on the Kellogg Advisory Council, and is a prior SMD / Practice Leader for Accenture, Partner with Prophet, and General Manager / Brand Manager with SC Johnson and Son.