Websites and digital products are often judged by their look - but real value runs deeper. In this Q&A, Matt Griffin, Founder & CEO of Deepend Group, shares why design is just the beginning. From evolving customer needs to measurable business outcomes, Matt explains how digital products become powerful growth engines when strategy, UX, and technology align.

1. What makes a digital product or website truly valuable to a business beyond design?

Design matters, but value comes from outcomes. A digital product is only valuable if it shifts key business levers: acquisition, retention, efficiency, or revenue. Beyond aesthetics, we focus on functionality that solves real problems, integrates with business systems, and creates measurable impact. For example, a well-designed booking flow is not just “pretty.” It reduces drop-offs, increases conversion, and supports staff through automation. True value emerges when design, technology, and business goals are linked so that every interaction contributes to tangible performance improvements, not just surface polish.

2. How do you ensure digital experiences are built to evolve as customer needs change?

We design for adaptability. That means modular architectures, flexible content systems, and iterative design practices. The goal is to avoid “big-bang rebuilds” and instead enable continuous optimisation. By embedding feedback loops such as analytics, user testing, and behaviour tracking, we keep experiences responsive to change. Importantly, we work with clients to codify governance and operating models so their teams can evolve the product without relying on major projects each time. A digital product should be more like a living organism than a static asset, built to flex as customer expectations, technologies, and markets shift.

3. What’s the biggest mistake companies make when approaching website redesigns?

The biggest mistake is treating redesigns as cosmetic rather than strategic. Too often, companies chase a fresh look without addressing the underlying customer journeys, technology constraints, or business objectives. This leads to “shiny but shallow” sites that do not shift performance. Another mistake is focusing only on launch day, rather than planning for ongoing measurement and iteration. The way we avoid this is by grounding redesigns in customer insight and value modelling, ensuring the project is not just about aesthetics, but about solving problems, improving outcomes, and building a platform for continuous growth.

4. Can you share how good UX has directly impacted client results?

For Bedsmade, a luxury bedding start-up, UX directly influenced revenue. Customers were engaged but often dropped out during checkout. By refining navigation, simplifying the cart, and aligning copy with customer decision-making, we reduced friction. The result was higher conversion rates and increased average order value, turning browsing interest into sales. The lesson is that good UX is not just about “ease of use.” It is about aligning design to human behaviour in ways that create measurable commercial outcomes. When customers feel understood, they engage more deeply, and businesses see the difference in their bottom line.

5. How do you measure success when launching a new digital product?

Success is multi-layered. We measure it against three horizons:

• Immediate adoption: Are users engaging as expected? Do metrics like sign-ups, conversions, or app downloads show uptake?

• Experience outcomes: Is the product reducing friction, improving satisfaction, or creating new opportunities for customers? We use tools such as NPS, heatmaps, and behavioural analytics.

• Business impact: Does it deliver against strategic objectives such as growth, efficiency, or loyalty? Success is not a vanity metric; it is sustained alignment between customer behaviour and business goals. A launch is just the starting point; real success is proven through continuous measurement, learning, and iteration.