Jan BruchHuman Technologist

Evidence.

Tierarzt Plus Partner

One identity, a hundred practices.

challenge Create trust and coherence for a new kind of veterinary group.

delivered Named and created the founding brand: from research, positioning and brand strategy to verbal identity, corporate design and identity system, and applications for partner practices.

outcome Gave the founding team a differentiated proposition and coherent brand system for earning trust and uniting partner practices under one identity. The system remains visibly in use as the group scaled.

what followed The company later grew to nearly 100 practices and approximately 1,700 employees before partnering with Inflexion in 2024.

public sources Inflexion, portfolio: TPP · Tierarzt Plus Partner

Reaktor

From winning to learning.

challenge A company winning on the strengths that built it, at the point where those strengths were no longer what it needed next.

delivered A Socratic Design Lab with the founding, executive and global design teams, working the move from a success culture to a learning culture.

outcome Opened the question past design philosophy into how Reaktor builds teams, brings people in, and carries its culture as it grows.

what followed Reaktor stayed independent and majority employee-owned until listing on Nasdaq Helsinki in June 2026, at approximately 210 million euro, with employees and management still holding the majority of shares.

public sources Reaktor Group, listing release, June 2026

Continental

Shenzhen at industrial scale.

challenge Take a culture of remix, repair and can-do into an industrial company operating in 45 countries.

delivered A Shenzhen learning journey combining startup visits, Socratic dialogue, and Design Thinking.

outcome Sent the leadership group home with a shared language for innovation and ideas they had watched work, not heard described.

Siemens

Listening before technology.

challenge Make HR innovation more agile without losing sight of human needs.

delivered A Human Centered Design briefing, assumption analysis, and Socratic dialogue practice for strategic HR leaders.

outcome Surfaced the assumptions behind HR agility and practiced listening as a discovery method before changing technology or process.

further records in preparation, permission first