Why System 1 Insights Are Becoming the New Competitive Advantage in Market Research

Why System 1 Insights Are Becoming the New Competitive Advantage in Market Research

Apr 29, 2026

Why System 1 Insights Are Becoming the New Competitive Advantage in Market Research

For years, market research has been built around a simple assumption:
If you ask people the right questions, they’ll tell you why they do what they do.

That assumption is becoming increasingly fragile.

Today’s consumers are making thousands of decisions a day, most of them quickly, emotionally, and with limited attention. They’re not slowing down to carefully weigh trade offs. They’re reacting, responding, defaulting, and moving on.

And the brands that understand how those decisions really happen are gaining a clear competitive edge.

The Reality: Most Decisions Aren’t Rational – They’re Intuitive

Behavioral science describes two modes of thinking:

  • System 1: Fast, automatic, emotional, intuitive 
  • System 2: Slow, reflexive, analytical, deliberate

While both matter, the uncomfortable truth for researchers is this: Most real world decisions are made in System 1—not System 2.

Whether someone is choosing a morning coffee, noticing food in a display case, or scanning a store environment, their first judgment happens almost instantly—before logic, explanation, or justification enters the picture.

By the time we ask people why they chose something, System 2 is already working backwards to create a story.

Traditional Research Model Limitations

Much of traditional research is optimized for System 2:

  • Surveys that ask people to rank, explain, or evaluate
  • Focus groups that rely on conscious reflection
  • Concept tests that assume deliberate comparison

These tools aren’t wrong—but they’re incomplete. They often capture:

  • What people think they do
  • What sounds reasonable
  • What feels socially acceptable

What they miss are the gut reactions, subconscious emotional cues, environmental triggers, and friction that people can’t easily articulate. And as markets become more competitive and timelines shorten, this gap matters more than ever. 

Why System 1 Insights Are Becoming a Competitive Advantage

Organizations that intentionally design research to access System 1 are seeing tangible benefits.

  1. Better prediction of actual behavior
    System 1 insights surface what people really notice, instinctively trust, or instantly reject. That makes them far more predictive of in market behavior than post rationalized explanations.     
  2. Clearer emotional differentiation
    Brands rarely win because they say the most. They win because they feel right. System 1 research uncovers the emotional signals that create affinity, confidence, and ease, often before respondents can name them.     
  3. Faster, more confident decision making 
    When teams understand intuitive reactions early, they spend less time debating subjective opinions internally and more time aligning around evidence that reflects how consumers experience reality.     
  4. Reduced risk in innovation
    Many product, design, and messaging failures don’t fail because they’re illogical—they fail because something quietly “doesn’t feel right.” System 1 insight helps teams spot and correct that friction before launch.

What System 1 Research Looks Like in Practice

Accessing System 1 isn’t about asking better “why” questions. It’s about changing how, when, and where insight is captured.

It often includes:

  • In context observation
  • Fast reaction tasks
  • Naturalistic exposure
  • Environmental and behavioral cues
  • Real world testing vs. artificial evaluation

The goal is to start with reality as consumers experience it, not as we ask them to explain it.

Why System 1 Alone Isn’t Enough (And Why That Matters)

System 1 is powerful—but it isn’t sufficient by itself.

Intuition tells us what is happening.
It doesn’t always explain why or how much it matters.

That’s where System 2 comes in.

The strongest insight organizations don’t choose between fast thinking and slow thinking—they sequence them intentionally. They let System 1 reveal truth, then use System 2 to validate, prioritize, and scale decisions with confidence.

And that’s where modern market research is headed. In today’s markets, the competitive advantage doesn’t belong to the brand with the most data.

It belongs to the one that understands how people actually decide.

JUSTIN SUTTON

CO-FOUNDER
CATAPULT INSIGHTS

Tales From The Road: Inside the Aisles of The Home Depot

Tales From The Road: Inside the Aisles of The Home Depot

Mar 31, 2026

Tales From The Road: Inside the Aisles of The Home Depot

There’s a moment in every piece of fieldwork when the clipboard disappears, the guide fades to the background, and the person in front of you steps fully into view. During a recent study at The Home Depot, that moment happened again and again. 

We were there to understand something that seems straightforward on the surface: when shopper journeys reach the store’s aisle, what elements impact product selection?

But as with most human questions, the truth lives in the shadows. It’s in the pauses, habits, and improvised rituals that real shopper behavior is revealed. Our mission: observe those rituals up close and in person at a full-scale mock Home Depot store in Atlanta, a place designed to let people shop like they would in a real store… only with more control over the stimuli.

Aisles That Tell Their Own Story

The facility we use is uncanny in the best way — the fluorescent glow, the metal shelves, the rows of products lined up for inspection. Everything looks familiar… but the stakes are different. Instead of a Saturday morning errand, participants were tackling an unspoken challenge: Watching people move through the aisle was like watching a choreography they didn’t know they’d learned

What actually matters to me when I’m standing here, trying to choose something
for my home?

Watching people move through the aisle was like watching a choreography they didn’t know they’d learned:

  • The instinctive reach for a brand they trust
  • The quick skim of packaging
  • The way fingers trace a logo they recognize
  • The hesitation when facing a wall of options that all promise to be “better,” “healthier,” “approved,” “efficient”

These in aisle micro behaviors are where product messages are supposed to shine. But the truth is more layered.

Home Depot

Product Messages: Loud on Paper, Quiet in the Aisles

Our client sought to understand exactly where certain product messages do (or don’t) play a role in decision-making — trust, purchase intent, differentiation, etc. But the work revealed something more textured.

Consumers often treated messages a bit like background music:
They knew it was there. They noticed when something felt “official.” But unless the messaging tied directly to something personal — health, safety, or quality, especially for more educated or cautious shoppers — the message alone rarely changed their path.

For professionals, it was different. Years in the trades had shaped a quick-scan practicality:
“Will this work? Will it last? Will my client call me back with problems?” Some messages could help answer those questions, but only if the meaning behind them was clear, credible, and relevant to what the pro actually does in the real world

The Human Texture of a Mock Store

What stuck with the team wasn’t just the insights — it was the people.

The young couple genuinely trying to learn, whispering to each other in the aisle as if making a decision right there would remodel their whole home.

The seasoned pro who walked the aisle like he’d been here 10,000 times — because he had — guided by muscle memory until something new jarred him into focus.

The single mom who told us she just wanted whatever would “keep things working so I don’t have to call anybody.”

These weren’t just respondents. They were storytellers revealing the subtle emotional weight that their decisions can carry.

Behind the Glass: The Catapult Insights Crew at Work

From “hallway full” recruitment updates and balancing gender and ethnicity mix to late-night discussions about whether homework text was clear enough, this project had the familiar blend of logistics, improvisation, and shared purpose.

There was the moment (there always is) when the first few participants arrived and you can feel whether the study will “sing,” and this one did. The mock aisle brought people’s natural habits to life. And our triads, a format that often reveals tension, agreement, and humor in equal measure, gave us rich layers of meaning to bring home.

What Atlanta Taught Us

Physical design is emotional. And business strategy is rational. Renovating thousands of stores requires you to honor both truths.

System 1 tells you how a space really makes people feel.

System 2 tells you how to improve it.

If Petaluma showed how reuse systems rely on people being willing to change simple habits, this project taught us something equally human: people crave confidence when they make decisions that touch their homes, their health, or their clients’ trust.

Messages matter in the aisle — but only when they become felt meaning, not just printed badges.

People don’t walk into the aisle thinking about standards and codes.

They walk in thinking about:

  • “Will this make my life better?”
  • “Can I trust this?”
  • “Is this the right choice for my family?”
  • “Is this going to work the way it should?”

And in those moments, the magic happens when a message becomes more than noise — when it becomes a cue of reassurance at exactly the moment someone needs it.

Another Road, Another Story

Every Tale From The Road is different. But this one was a window into how everyday people navigate choices that feel small until they’re not.

The mock aisle was just a stage. The real story was the people who walked through it.

JUSTIN SUTTON

CO-FOUNDER
CATAPULT INSIGHTS

Creativity Is How Great Research Earns Its Power

Creativity Is How Great Research Earns Its Power

Mar 6, 2026

Creativity Is How Great Research Earns Its Power

In consumer insights, creativity is often misunderstood. It’s sometimes framed as a risk, a flourish, or something you add after the “real” rigorous research is done. But in practice, creativity, when applied intentionally, is one of the most practical tools we have. 

It’s how insights work becomes more relevant, resilient, and valuable to the business.

Creativity Drives Relevance, Not Just Novelty

Brands don’t struggle because they lack data. They struggle because the data doesn’t quite map to the decisions they need to make.   

Creative research design can help close that gap. When you allow yourself to rethink the setting, sequence, or combination of methodologies, you’re better equipped to meet people in real contexts, uncover emotional undercurrents, and capture nuance that standardized approaches often miss.

The restult is research that feels truer to the way people actually think, feel, and behave. 

Creative Execution Builds Stronger Stakeholder Buy-In

One of the most underappreciated benefits of creativity in insights isn’t methodological—it’s organizational. 

Creative execution can make insights easier to absorb. Immersive experiences, interactive workshops, layered storytelling, and participatory moments don’t just make findings more engaging; they make them feel like second nature. 

Stakeholders develop confidence, alignment, and momentum when they can experience the insights as opposed to simply reading about them. That’s what turns insight into action rather than another deck that quietly fades into the background.

Creativity Takes You Further

Some business challenges demand more than just solid answers; they require new perspective. Creative approaches can push beyond the familiar to uncover deeper insights, unspoken tensions, and reframed opportunities that standard methods can miss.

We’ve found that traditional approaches can usually get you 90% of the way there. But when you layer in some creative elements – whether that be in the design, interpretation/analysis, or socialization, you can get closer to 100%. You aren’t abandoning the rigor of traditional methods, you’re extending it. 

The Payoff: Insights Work That Travels

Beyond looking impressive, the benefit of creative research is that it lasts.

Creative approaches are more likely to produce insights that travel across teams, influence multiple decisions, and remain relevant beyond a single moment in time. They help insights teams shift from order‑takers to strategic partners and from reporters of findings to catalysts for change.

For brand‑side insights professionals, that’s the real win. Creativity isn’t a departure from rigor. It’s how rigor becomes meaningful, especially when the questions are hard, the context is complex, and the impact truly matters. 

Drop us a note at hello@catapultinsights.com if you want to chat about how getting creative can take your insights to the next level.

Jill Miller

CO-FOUNDER
CATAPULT INSIGHTS

Design Decisions Need Both System 1 and System 2: Lessons From Restaurant Format Research

Design Decisions Need Both System 1 and System 2: Lessons From Restaurant Format Research

Feb 24, 2026

Design Decisions Need Both System 1 and System 2: Lessons From Restaurant Format Research

Renovating a single restaurant is expensive. Renovating hundreds—or thousands—is a bet on the future of your brand. Once construction begins, there’s no quick pivot. That’s why the smartest organizations lean heavily on consumer insights long before materials are ordered or walls come down. 

But here’s the tricky part: consumers react in emotions and don’t speak in blueprints. They rationalize in hindsight. They say one thing and feel another. And if you only listen to one layer of feedback, you risk making decisions based on a partial truth.

That’s where the partnership of System 1 and System 2 insights becomes essential.

The Challenge With Customer Feedback: Two Systems, One Decision

When people walk into a store, restaurant, or any environment their brains immediately fire off rapid, intuitive judgments:

  • Does this place feel welcoming?
  • Do I know where to go?
  • Am I on display?
  • Does it feel cramped?

That’s System 1. Fast, emotional, subconscious. It’s the source of gut reactions and first impressions. And when it comes to physical spaces, System 1 often drives behavior more than any verbal explanation ever will.

Then comes System 2, the slow, reflective layer. This is where articulate their reasoning:

  • “The lighting felt too harsh.”
  • “The seating layout made it difficult to have a conversation.”
  • “It was confusing to know where the line started.”

System 2 is what customers tell you when you ask. System 1 is what they show you through the way they behave, react, and feel.

If you only listen to one, you’ll miss the truth.

Why Both Systems Matter for High-Cost Decisions

When the stakes are low, brands can tweak a few things and learn as they go. But remodeling an entire system of restaurants requires a high level of confidence. You need to understand what people say PLUS what actually shapes their behavior when no one is watching.

This creates a unique research responsibility:

System 1 tells you the emotional consequences.
It reveals the anxieties, the comforts, the excitement, the subtle signals your space sends within seconds.

System 2 tells you the rational interpretation.
It helps you understand why the space works (or doesn’t) and gives clues to trace emotional responses back to tangible design elements.

The magic happens when you interpret the two together:
System 1 identifies the feeling. System 2 helps you identify the cause.

How We Bring the Two Systems Together: A Real‑World Example

In a recent restaurant design research project, we began with virtual ethnographies—participants shared their experiences and reactions in real time, before they could edit them or detect what the project was about.

This gave us raw System 1 data:

  • Spontaneous comments about lighting and noise
  • Micro expressions of discomfort or delight
  • The hesitation before choosing a seat
  • The subconscious scanning for privacy, comfort, or crowding

Then we did in restaurant interviews, where the same participants had more time to reflect. We asked them to walk through the space, narrate their thoughts, react to specific design elements, and describe their emotions in a more deliberate way.

This gave us rich System 2 clarity:

  • Why certain seating zones felt inviting or off putting
  • Subconscious associations at the root of feelings and behaviors
  • How design influenced the perception of brand modernity
  • What design choices elevated or diminished the dining experience

Careful sequencing is vital to capturing unbiased reactions from each System, and when we overlaid the two, patterns emerged — patterns a single method alone would never have surfaced.

From Insights to Actionable Design Hypotheses

Blending both systems allowed us to translate raw human reactions into structured design hypotheses. And these hypotheses weren’t guesses. They were emotionally grounded and rationally validated.

Then came the exciting part: iteration with the design team. Because insights were so clear, we could easily identify the design deltas holding a restaurant back – and the elements that feel essential to the brand identity.

The Payoff: Confident Decisions at Scale

By the end of the project, the organization wasn’t relying on abstract preference data. They were using a layered, human centered understanding of:

  • Which formats to champion
  • Which to evolve
  • Which design principles should guide future builds

And most importantly, they had the confidence to invest at scale—because decisions were built on the full truth of customer experience.

The Bottom Line

Physical design is emotional. And business strategy is rational. Renovating thousands of stores requires you to honor both truths.

System 1 tells you how a space really makes people feel.

System 2 tells you how to improve it.

When you combine them thoughtfully, you don’t just build better spaces—you build better outcomes, for customers and the business.

Drop us a note at hello@catapultinsights.com if you want to learn more about how you can leverage system 1 and 2 insights to elevate your design strategies.

JUSTIN SUTTON

CO-FOUNDER
CATAPULT INSIGHTS

Insights Don’t Always Come Easy: Why Creativity Matters

Insights Don’t Always Come Easy: Why Creativity Matters

Feb 2, 2026

Insights Don’t Always Come Easy: Why Creativity Matters

Consumer insights leaders are constantly under pressure to deliver clarity, confidence, and direction. Stakeholders want answers yesterday. Budgets are tightening. Risk tolerance is shrinking. And the business questions we face grow more complex each year.

But here’s the truth:

There is no playbook for the hardest, most meaningful questions. 

And the best insights—the ones that spark action, alignment, and transformation—rarely emerge from standard methods alone. They come from the work: the digging, the reframing, the imagination, the courage to craft approaches that don’t yet exist. 

At Catapult Insights, we’ve learned firsthand that great insights don’t always come easy, and sometimes you need to be creative.

Read on to learn about our point of view—and a peek behind the curtain—on how creativity elevates the insights function and drives real impact for brand teams.

Complex Business Questions Require Creative Methodologies

Leading organizations aren’t merely asking “Which concept wins?” or “What do people prefer?”

They’re asking:

  • How do emotional mindsets share behavior along a nonlinear journey? 
  • How can we influence attachment in categories where consumers aren’t actively thinking?
  • How do we build a segmentation with personas that teams can, and actually want to, use?

Often, these aren’t solvable with a single method or a linear design. That’s why innovation in research methodology matters. We’ve witnessed this first-hand how creative combinations of approaches can drive breakthroughs.

Think:

Creativity in research must be purposeful, not aimless. It’s about architecting a design that truly matches the complexity of the problem—which often means creating something new when the obvious options fall short. 

When Constraints Tighten, Creativity Sharpens

Budget restrictions. Compressed timelines. High stakes audiences. Risk averse leadership. We’ve all been there.

Sometimes the constraints feel like they box you in, but we’ve found that sometimes they can do the opposite. They force clarity. They spark inventive thinking. 

Reflecting back, some of our most effective insights programs have been built under constraints.

For example: 

  • Limited budget? Leverage hybrid designs or unlock value from tools you already own.
  • Little time? Use fast thinking approaches or iterative cycles instead of long single-phase studies.
  • High visibility or risk? Build methodologies that bring stakeholders along on a learning journey rather than keeping insights development behind a curtain, so stakeholders feel both confident and connected. 
  • Internal pressure to “stand out”? Create immersive deliverables, interactive workshops, or mindset-based storytelling that travels through the organization and live beyond a single project. 

Research doesn’t have to be boundless to be brilliant. It has to be intentional, well designed, and aligned to the decision at hand. 

Creativity without Recklessness: Why Experience Matters

Our POV is simple: You can balance creativity with risk when you have the experience to know where the guardrails are.

Experience tells you:

  • When “scrappy” is smart — and when it’s not
  • When new thinking will open eyes and when it will just confuse stakeholders
  • How to build credibility with diverse internal audiences
  • How to amplify insights through activation, not just publication

It’s important to be familiar with and recognize these limits when designing creative approaches to protect the validity of the insights you gather. Otherwise, you can put your insights, and your clients at risk. 

Why This Matters More Than Ever For Insights Teams

Brand-side insights leaders are under pressure to:

  • Demonstrate strategic value
  • Deliver influence beyond the research
  • Build organizational readiness for action
  • Connect data points into clear, resonant stories

And all of that requires creativity.

As my colleagues and Human Behavior experts, Justin and Debbie, recently discussed, the most powerful insights rarely come from tightly controlled environments. They come when you loosen your control and layer methodologies that capture both what people do and what it means to them.

Creativity is the bridge between data and meaning. Between insights and activation. Between knowing and doing. 

Creativity Isn’t a Bonus

It’s a requirement for modern insights leadership, especially when the questions are tough, the stakes are high, or the path forward is unclear. 

And the insights that don’t come easy? Those are the ones worth chasing.

Drop us a note at hello@catapultinsights.com if you’re interested in getting creative to solve your biggest business challenges. 

Jill Miller

CO-FOUNDER
CATAPULT INSIGHTS

2025 Year End Reflections with Catapult Insights

2025 Year End Reflections with Catapult Insights

Jan 6, 2026

2025 Year End Reflections with Catapult Insights

Another year has flown by — not quietly, and certainly not without its fair share of growth, challenges, and moments that reminded us why we love the work we do at Catapult Insights. If 2024 was a year of exploration and connection, 2025 became a year of intensity and evolution. It pushed us to think sharper, collaborate tighter, and innovate in ways we couldn’t have fully anticipated when the year began.

As we look back, each of us brings a different perspective shaped by the segmentations we dove into, the new partnerships we forged, the shifting needs of our clients, and the ways our team showed up for one another. Beyond a recap of the past year, these reflections are a window into what fuels us as researchers, strategists, and humans.

Read on for our team’s candid take on the moments, surprises, and lessons that defined 2025, and what we’re carrying with us into an already promising 2026.

If you had to pick one word or phrase to describe your 2025, what would it be—and why?

Andre: ‘Segmentation’ or ‘Jobs To Be Done’. I’ve worked with both of these constructs in the past and are nothing new to me, but this year it was ramped up to 11. We probably worked on more segmentations in 2025 than some people will in an entire career. The JTBD framework was used in conjunction with those segmentations as an analytical lens, so we had lots of ample experience with that as well. Exhilarating work that keeps you sharp, sharp and tired, haha.

What was your proudest professional moment this year?

Jill: We set out with a goal to add 1-2 new clients per year and we added 2 amazing new brands to our client list this year. Both of those new partnerships have been fun to build as we’ve gotten to know their businesses as well as the people on their teams. It’s been a rewarding journey and I’m so excited to continue working with them for years to come. 

Justin: Agreed, and one of those new brands is a favorite in my personal life. That’s what I love so much about research and consulting – helping the companies you interact with as a customer and seeing our work lead to real-world improvements. 

What surprised you most about 2025—either personally or professionally?

Jill: That 2025 was the year of the segmentation for Catapult Insights. We set an all-time career record for me with 14 segmentations this year. No, that is not a typo, we completed 14 segmentation analyses this year. What was even more exciting that the sheer volume of segmentations is that we got to explore different types of segmentations and segment within the Jobs to Be Done (JTBD) framework. While I love segmentation and could do it every day, I’m looking forward to what methods 2026 will bring.

What’s one thing you learned from (or about) a teammate this year that stuck with you?

Jill: That Andre stays up until midnight despite having 2 young children and being online before 8am each day. And he doesn’t even drink coffee. I’m not sure how he does it and he won’t reveal his secret. Maybe he’s part robot. We’ll never know.

Andre: That Jill and Justin both sleep a lot more than me, haha. First a quick defense of my sleeping patterns, after potty training my eldest, I got into the groove of just staying up slightly later and taking it as ‘me time’. It’s a way to decompress and shed the day’s stress. Justin’s love for Chipotle is otherworldly, and I hope to someday love a restaurant to the same intensity. Jill’s ability to manage a household and a business is something I have always found incredible.

If you could give a shout-out to one colleague or partner for going above and beyond in 2025, who would it be and why?

Justin: Andre deserves a shout-out for always being there for me on project work. My schedule was pretty bonkers in 2025, and every time I felt there were too many plates to keep spinning Andre was there to pick up the slack. It’s liberating to know that I have dedicated teammates like him so I can focus on fieldwork. 

How did client needs or research approaches evolve this year?

Jill: “Do more with less” took on an evolved meaning this year. We had a number of our clients go through layoffs and restructuring and experienced a new level of uncertainty throughout the entire year. So not only were they faced with the typical budget cuts we usually see, they were also doing it with less of everything – fewer people, less certainty, less direction from leadership, less mental space, less stability, less patience, less ability to explore and take risks, etc. What this meant for us is that every project could feel like a ‘make it or break it’ project for our clients and their role. There was increased pressure to stand out and prove themselves. But, when you aren’t able to safely take risks it can be hard to stand out. This meant we were challenged with finding new ways to level up the research methods, insights, and actionability of the output in a risk-averse environment. It stretched us but we learned a lot and enjoyed the challenge.  

What was the most interesting trend or insight you encountered in 2025?

Justin: Heightened consumer expectations for away-from-home dining experiences. In the wake of 2020, we saw lots of focus on convenience and people focusing less on in-store experiences. Now, we’re seeing signs that the pendulum is swinging back toward differentiation through hospitality. It will be interesting to see how brands meet this reemerging need to remain competitive and stay true to their own identities.  

What’s one innovation or methodology you’re excited about heading into 2026?

Andre: All things quantitative. I like to reflect on the type of work that took the most brain power (i.e., segmentation and JTBD for this year) and channel learning and insights from those methodologies into other work. That way I can build stronger, more robust research programs for our clients using a constantly evolving set of best practices. This keeps me on my toes, while allowing for creative approaches to research questions which is basically our ethos at Catapult Insights.

What’s one goal you have for yourself or Catapult Insights in 2026?

Justin: Much of the work we did in 2025 was strategically important to our clients. These are the types of projects that shape the future of brands, not just informing tactical decisions about their products. My intention in 2026 is to stick the landing by helping those clients navigate the insights we delivered last year and reimagining how they can act upon them.

What’s one thing you hope never changes about Catapult Insights?

Jill: Our team dynamic. We all work together so well and bring different perspectives to the work we do. We aren’t afraid to challenge each other’s thinking but it is always done in a kind, respectful way and without egos. This is the first time in my career I’ve experienced this kind of supportive professional relationships where we all truly want to see each other and our company succeed.

Andre: I second what Jill said – the energy is just on a totally different level compared to other places I have been in my career. There is little to no ego, just a raw desire to see us all do the best work we can. There is open air and no dread logging in each day because I know whatever the day brings, Jill and Justin will always have my back, just as I have theirs. I like to think that this energy makes its way into our work and client interactions in a way that is easily felt by all.

LOOKING AHEAD…

As we close the book on 2025, we’re struck by how much this year has shaped the future we’re stepping into. Every challenge carried a lesson, and every project brought us closer to the kind of work we’re proud to stand behind.

If there’s one constant we hope never changes, it’s the energy we bring into our collaborations. Curiosity, camaraderie, and shared desire to do meaningful work that helps our clients move forward with clarity and confidence.

Thank you for being part of our journey this year — whether as a client, partner, friend, or reader. Here’s to a 2026 filled with new ideas, new opportunities, and the same commitment to thoughtful, human‑centered insights that guide everything we do.

THE CATAPULT INSIGHTS TEAM 

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