01
We might be solving the wrong problem.
We have momentum and ideas, but something underneath hasn't been examined.
I help uncover the problem actually worth solving.
SEE THE PROBLEM DIFFERENTLY.
Change what
becomes possible.
I help leaders and teams make sense of complicated, ambiguous problems—especially when the answer isn't obvious yet.
GOT SOMETHING COMPLICATED? →
DOES THIS SOUND FAMILIAR?
02
We have too much information.
Research, data, opinions and decks everywhere—but no clear sense of what matters.
I find the signal in the noise and turn it into implications.
03
We can't make this understandable.
The idea makes sense in our heads, but it isn't landing across the organization.
I turn complicated thinking into something people can act on.
04
We're stuck.
The same conversations keep happening. Different perspectives. No forward motion.
Sometimes the fastest way forward is to change the frame.
EXAMPLES OF THE WORK
INTEL DIGITAL HEALTH
They thought they had an interface problem.
We discovered a product-development problem.
INTEL EMPLOYEE EXPERIENCE
They thought they needed better employee surveys.
We explored an entirely different way of listening.
FORMFACTOR
They thought they needed employee programs.
We designed the experience of becoming part of the organization.
ABOUT DAVID SHAW
I connect the dots. I find the frame. I help people move.
I'm David Shaw—a creative strategist, reframer, and facilitator who works at the intersection of people, ideas, technology, experience, and humor.
For more than two decades, I've helped organizations navigate ambiguity: uncovering what's really going on, finding the more useful way to see it, and turning that understanding into something people can act on.
My path has crossed design, innovation, employee experience, technology, research, storytelling, facilitation, and community building—including work at Nike and Intel.
That range isn't accidental.
Complex problems rarely stay inside one discipline. Neither do I.
I'm interested in what happens when you change the frame—sometimes through research and strategy, sometimes through a prototype or a conversation, and occasionally through play or humor.
Because sometimes the thing that gets people unstuck isn't another answer.
It's seeing the question differently.
Got something complicated?
You don't need to know exactly what the problem is. That's often where the work starts.