Friends & Family brings the experience to help win US business, manage client projects, and lead delivery teams. We can work alongside Parser to grow its US operations.
Explore the fitThe opportunity together
Combine F&F’s enterprise experience, product-validation process, and client leadership with Parser’s engineering depth and capacity for ongoing delivery.
LondonBuenos AiresNew York
A team that already works together.
A shared ambition for US growth.
Our experience
Since 2012, Friends & Family has helped companies explore new opportunities, test products, and find what customers want. Our team’s experience spans enterprise client work and building businesses within multiple incubators.
Companies we’ve worked with
The fit
Help manage the work Parser is winning today, while developing the next set of US opportunities.
Immediate contribution
Bring local product and project leadership to Parser’s US assignments, including the prospective New York banking engagement. Manage priorities, client communication, and delivery teams in coordination with Parser’s technical leads.
Where we can help Senior people to lead the relationship and manage the work.
Compounding contribution
Support joint selling, shape compelling product opportunities, and earn the trust to expand within client organizations. Help build and manage the US team as the work grows.
What we can build New engagements, broader accounts, and a stronger US operation.
Why the combination matters
F&F helps make the opportunity tangible. Parser helps turn it into an enduring client engagement. Together, we can carry the relationship from the first working session through delivery and expansion.
Who we are
We bring the habits of building our own companies into enterprise teams: understand the customer, test the opportunity, and move the work forward.
A core team across product, strategy, engineering, and sales
A team that already works together
We bring complementary capabilities across sales, customer research, product, design, and engineering. We can help shape the opportunity, get stakeholders aligned, and manage the people and priorities that move a project forward.
Customer interviews, market research, jobs to be done, and opportunity definition.
Turn ambiguous business needs into concepts, priorities, roadmaps, and decisions.
Customer journeys, UX, functional prototypes, and qualitative and quantitative tests.
Full-stack experiences, rapid MVPs, and AI-enabled prototypes that customers can use.
Prospecting, executive conversations, opportunity development, and proposal shaping alongside Parser’s commercial team.
Own the day-to-day client relationship, coordinate delivery, manage priorities, and lead product and engineering teams.
Our approach
We help clients define and test product opportunities, then build the evidence and internal buy-in to commit to a larger initiative.
Our strength has been getting to that decision. We haven’t typically stayed to lead the enterprise implementation. With Parser, we could turn that buy-in into larger, longer-term build and implementation contracts.
Understand the market, the customer, and the job they need done.
OutputOpportunity areas & customer insight
Make ideas tangible with concepts, prototypes, and early customer feedback.
OutputTestable concepts & early signals
Run demand tests, refine the experience, and compare customer response.
OutputEvidence & prioritized concepts
Translate the findings into a case for action, scope, and stakeholder alignment.
OutputA roadmap & an investment decision
The combined opportunity
Bring Parser into feasibility, architecture, and delivery planning early. Once the client commits, stay with the work: manage the project, lead the client relationship, and coordinate the team through implementation and adoption.
A practical way in
Product jams. Working sessions with client teams to explore problems, shape concepts, and build shared ownership. Follow with a focused validation engagement and a credible implementation path.
Selected work
Different business problems. The same discipline of making ideas concrete and learning what customers need.
Banking / 2026
Digital onboarding & activation
Find experiences that give customers a reason to engage.
Evidence producedEight concepts compared in market tests, with audience-level response data to inform prioritization.
Explored banking concepts through prototypes, landing pages, and paid-social demand tests, within a broader effort to improve digital onboarding and activation.
A direct example of identifying a banking opportunity and creating evidence for an implementation decision. Parser could add enterprise architecture and delivery capacity to this type of work.
Concept-test response is an early demand signal; it is not a measured improvement in production activation or retention.
Insurance / 2024
New opportunities in the gig economy
Turn a broad market hypothesis into product opportunities.
Work producedTested concepts and a final recommendations presentation to guide the next investment decision.
Investigated unmet needs in the gig economy, using customer research and concept testing to explore where Mutual of Omaha could make a differentiated contribution.
Shows how F&F can help an established insurer define what to build before a larger technology commitment. The partnership opportunity is to carry that decision into a scoped, deliverable program.
The example describes discovery and testing; it does not claim a launched product or subsequent revenue.
Retail / Consumer experience
Returned-product lifecycle
Make a complex product-lifecycle question customer-led.
Capability demonstratedApply a founder’s approach to an unfamiliar enterprise problem, connecting customer understanding with product direction.
Worked on how Nike could communicate the lifecycle of a returned product to consumers and assess whether that product should return to market.
Demonstrates the range of problems the team can help shape, extending the conversation beyond banking and insurance into consumer and retail experiences.
Scope is based on Casey’s November 4 description. No quantified business outcome is claimed.
Growing together in the US
A proposed operating role alongside Parser’s US managing director and global delivery leadership.
F&F’s contributionDevelop new prospects, reconnect with former sponsors, and bring relevant product ideas into executive conversations.
What we build togetherA focused commercial effort across new relationships and existing networks.
F&F’s contributionJoin executive meetings, lead product jams, and demonstrate ideas with prototypes and evidence.
What we build togetherA jointly scoped engagement with a sponsor, a business case, and a delivery path.
F&F’s contributionLead client communication, manage scope and priorities, coordinate delivery teams, and resolve issues as projects move forward.
What we build togetherClear US accountability for projects and client relationships, connected to Parser’s technical and delivery expertise.
F&F’s contributionUse early work to discover adjacent needs and build relationships with other teams and budget owners.
What we build togetherA plan to grow from an initial engagement into a broader client relationship.
F&F’s contributionHelp recruit, onboard, and manage product and engineering talent around client demand.
What we build togetherA US team with clear accountability and close coordination with global delivery.
F&F’s contributionKeep customer insight and product leadership involved as validated concepts move toward production.
What we build togetherContinuity from opportunity definition through implementation and adoption.
A coordinated commercial effort. Pair F&F’s sales capabilities and ability to shape opportunities with Parser’s existing US activity. Establish owners for each account and each stage.
An additional asset to explore. F&F has navigated enterprise procurement and secured MSAs with major companies. Some existing agreements may offer a useful starting point; any new work would depend on a current sponsor and a relevant need.
A practical starting point
A proposed sequence, starting once we agree on the team, engagement, and commercial structure.
Days 01–30
Leave withA staffing plan and a short priority account list.
Days 31–60
Leave withDelivery evidence and qualified next engagements.
Days 61–90
Leave withAn account expansion plan and a demand-led team plan.
How we would measure progress