We work on joint ventures with our clients to help them build new products and services.

With them, we create solutions which go beyond users expectations and open to new markets.

We bring our expertise and the agility of a start-up to drive the innovation process, from the search of the original idea to the launch of the new business.
Our offer is structured around 4 areas of expertise:
Understanding and building a business model, identifying opportunities, studying technologies, interviewing users, imagining solutions that meet their needs and expectations.
Verifying a value proposition, studying competitors, developing and testing prototypes on the field, collecting user feedback, validating technology choices, reducing uncertainties.
Defining and leading a project, managing complexity, working under constraints, setting the pace, keeping focus.
Building an offer that fits the market, defining a launch strategy, adjusting the business model, tuning the product or service.
A team of experts in design, technologies and entrepreneurship, able to cover all dimensions of a project.

We entered the video game, design and digital industries in the 90's. Each new generation of technology was opening new perspectives in terms of content and interaction, but also requiring to modify our production methods, to change our tools, and even sometimes to re-invent our jobs.

For worldwide brands, we managed innovating and complex projects: data tracking platforms, user interfaces, general public electronic, mobility technologies, web and mobile applications, social plateforms, e-commerce sites, video games.

Today with Souffl, we keep on exploring, learning, creating and building.
We team up with our clients bringing our expertise to better apprehend usage, technology, and the economic dimension of the projects we build together.

Our client’s goal becomes ours; we are agnostic about technologies, pragmatic and demanding in making choices.
Design thinking
Design is not just the result of visual and functional work for which we set a very high standard. It is also a collective practice that guides the innovation project from idea to final product. It requires creativity as well as thoroughness to continuously test and learn, always involving the user.

At the cutting-edge of technologies
The projects we are working on are often complex due to the information systems to integrate and technologies to understand. Our strong technical experience combined with on-going watch allows us to comprehend opportunities and possible application of software and hardware technologies.

Custom-made projects
Before we set and develop each project, we study our client’s business, organization, product and service offer, technological and regulatory environment, strategy, market, and competitors. Our goal is not only to create novelty, but above all, it is to help a company create value.
Validating and learning
When the target market is new, the technological environment evolves rapidly, or when the business model is not yet defined, we work by iteration, testing and validating a hypothesis before we formulate the next one.

Leaving your comfort zone
Initiating and conduct innovation requires to accept the exploratory dimension of the project, progressing step by step with a minimum viable team. We provide a framework to set the pace, to keep the momentum, to learn fast and to minimize risks.




Weldom - Mobility and proximity, saving time, facilitating the purchase and increasing the quality of service.


Manutan - New service


Paris Turf - New product


Adidas - Data tracking platform to improve individual and collective performance of football players.


Matiasat System - On-board tracking devices and data platform designed for professional road carriers.


Arval - Studying customers in detail to drive the creation of new products and services.


Adecco - New service


O.zen - Ubisoft - Turning an internal project into a start-up to facilitate new market exploration.


Ubisoft - A community platform that transforms gamers experience worldwide.


Arte Culture - Arte - Inventing new viewers experience around Arte cultural contents.

Sam Fisher was there...

Ubisoft - This is where we all met.

O.zen - Ubisoft

Turning an internal project into a start-up to facilitate new market exploration.
In October 2015, Ubisoft released O.zen, a connected wellness program based on a heart rate sensor and a playful experience to learn how to breathe and manage stress in daily life.

Souffl teamed with Ubisoft to manage the project during 18 months and turn invention into innovation.
June 2013, Ubisoft asked Souffl for help.

During 4 years, a team of great designers and developers from Ubisoft and Neotrope had been working with scientists to invent a program half way between a health monitoring application and a video game.

The novelty was such that Ubisoft was having difficulties to estimate the project potential based on traditional indicators. What type of product? What offer? What market? What type of users and what needs? What business model?

Souffl and Ubisoft agreed to take the project out of internal process and to operate as a start-up, in reactive mode, with a limited budget, to test the product and find answers.

From September 2013 to March 2014, first tests.

We chose to take the product “as is” to conduct the first experimentations as rapidly as possible. In the United States, the “Obama care” program had started a few months earlier.
We formulated the following business hypothesis: big American companies would be interested by a connected health application with a positive impact to reduce stress among their employees.

Testing the product in Silicon Valley would allow us to reach early adopters and to obtain precise comparative feedback.

A collaborator at Ubisoft San Francisco worked in our team and travelled around Silicon Valley. We gathered quality feedback from companies, the product concept was well received and the first analytics on game experience were encouraging. O.zen catched attention, users liked the program experience and benefits.

However, this experimentation led us to revise our starting hypothesis. It appeared that smartphones and tablets were more suitable than computers, and the business model turned out difficult to generalize. In addition, the FDA agreement often required was a long process.

From March 2014 to July 2014, first pivot.

With O.zen production team, we suggested to adapt the product, and Ubisoft top management agreed to invest in the development of a mobile/tablet version. We made another business model hypothesis: direct online selling and early adopters acquisition strategy, based on the model of many start-ups in the connected objects industry.

The Ubisoft team was back to work and adapted with great attention the full content for mobile devices. With them, we worked on the sensor and its shape. We implemented a sprint design, and for 2 days, we reviewed the usage, the spirit, and the shape. Two weeks were necessary to develop 5 prototypes that were later presented to more than 20 people. We took into account feedback from “desirability” testing, but the final decision also included other important factors such as development costs, reliability and delays.

In parallel we worked on the offer, consumer targets, and a full release plan.

July 2014, the meeting that confirmed O.zen’s potential

Thanks to Ubisoft editorial team support, we came into contact with several hardware manufacturers we wished to survey to see if O.zen could be embedded in future platforms.

The wearable technologies market was booming. The first connected bracelets created the buzz but were experiencing difficulty in maintaining recurring usage. Manufacturers, Google, Samsung, Apple were looking for applications and contents meeting real needs and having impact on people’s lives.

In July, several important appointments were made with worldwide manufacturers. A collaborator from Ubisoft editorial team was seconded for the occasion. With him, we prepared in 3 weeks all the presentation materials, website, keynote, and videos.

Meetings were a success and Ubisoft Top Management could assess the enthousiasm that O.zen generated.

From Septembrer to November 2014, the project was validated and returned to Ubisoft traditional process.

Wellness connected products emerged on Amazon as well as in many other retail stores, a sign that a full market segment was created. O.zen’s attractiveness and order potential remained to be tested among traditional retailers.

From September to November, we defined a new strategy on a more classic product model. With the Ubisoft Business team we met the main retailers to present the concept, the offer, and the outset of the marketing plan. From every meeting we obtained precise feedback allowing us to validate the marketing mix.

Ubisoft teams now possessed tangible elements and comparatives, and was able to estimate the product commercial potential.

In November 2014, the project was back to Ubisoft. O.zen was realeased in October 2015.

By creating the frugal conditions of a start-up, we explored the emerging connected health and wellness market, and after several experimentations, we achieved product-market fit.