Every website starts life as an answer to a brief. So does every identity, every brochure, every deck. Someone described what the business needed; a team built the thing that met that brief. Whilst whatever was built fitted the brief on launch day, the problem is what happens next. That brief holds for a while, but then gaps open up between what was built and what is needed as the weeks, months, and years roll by.
September has been a month of launches, new identities, strategic thinking and some very practical experimentation. We have taken a major website live, helped clients turn complex ideas into clearer communications, and continued exploring how technology can make the work better without losing the human judgement behind it. Here’s an update on the things we’ve been working on.
Many businesses believe they know how their customers move through their website. It’s easy to get wrong, but not because the business doesn't understand its customers. Rather, navigation gets built from the inside out: from what the business wants to say, not what the visitor is trying to do. The two rarely match, and the mismatch is where most navigation problems start.
With the Glasgow 2026 Commonwealth Games weeks away, we reflect on nearly a decade of building, iterating and evolving alongside one of British sport's most beloved organisations.
Writing a brief requires a business to have done considerable internal work first: a problem identified, a case made, a budget secured. Often, by the time an agency is involved, a conclusion has usually been reached.
A reflection on our latest South Coast EO Networking Event, co-hosted with Coda
This month, Salad marks five years as an Employee Owned Trust (EOT). Five years. It's a number that feels significant - not just as a milestone on paper, but because of what it represents. We are no longer a business that recently became employee-owned. We are an established employee-owned business. And that feels rather wonderful.
As teams grow, channels multiply, and work speeds up, identity stops being something people refer to occasionally and starts becoming something they rely on every day. It moves from expression to infrastructure.
Much digital work is judged at the wrong moment. We tend to assess websites and platforms when they first appear; at launch, in presentations and often in screenshots. But that is rarely when digital work succeeds or fails.
We’ve started running an exercise we call “Five in Fifteen”. It’s a staggeringly simple idea: you just ask five carefully chosen questions, with fifteen minutes to answer them. No preparation, no polishing, just a little instinct and honesty.
