Tomorrow. Today

A barista. A patient with MS. An airline passenger. A merchant. A marketer.

We tell the stories of their futures.

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The question
A young girl, drawing at the back of class. The teacher asks: what are you drawing? She says: God! The teacher replies: but no one knows what God looks like.

“They will in a minute.”

That’s what these films do at the C‑suite. We work alongside a leader to build the story of their future business — compressing months of strategy alignment into ninety seconds, and turning an abstract transformation into a future state every executive can see, feel, and commit to.

A leader leaves with a story that’s theirs — one they’ll tell at the next board meeting, the earnings call, and the all‑hands that follows. The organization moves faster because, finally, everyone is picturing the same future.

What follows

Nine stories. Each one built with a leader.

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The films
01

Starbucks

Seventy percent of U.S. Starbucks transactions happen in seven minutes. Human connection competes with the clock. What if it didn’t have to?

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02

Sanofi

A specialty rep walks into a therapeutic conversation outside her training. Five minutes. One chance. No handhold she can rely on. What if she walked in already knowing what to listen for?

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03

Walmart Grapes

A fresh-produce merchant starts her morning with weather, logistics, and substitutions all moving at once. The forces are connected. The view, until now, has not been. What if the morning began with answers, not questions?

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04

Home Office

A workforce already drowning in tools, dashboards, and pings. The signal isn’t missing. The shape of it is. What if the system already knew what would help?

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05

Cintas

Kat runs the shop, the schedule, and the seven decisions she made before her first coffee. Her intuition is the system. What if her intuition had a partner?

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06

Genentech

Maya has a chronic condition. She also has the work of managing it — the meds, the appointments, the side effects, the side questions. The condition has become a second job. What if she could just have her life back?

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07

Carhartt

The craftsman knows things he’s never written down. When he goes home, his knowledge goes with him. What if the work itself remembered?

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08

Mastercard

Assistants are beginning to buy, subscribe, and decide on behalf of the people they serve. The trust networks beneath them were built for one kind of buyer. What does a network of trust look like in an era when the buyer is no longer human?

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09

Kroger

A procurement merchant sources global products through layers of brokers, distributors, and middlemen. Each layer takes a margin. Each layer dilutes a relationship. What if a system could collapse the chain — and a buyer could finally meet a maker?

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The science

Why these stories move us — chemically.

Joseph Campbell saw it first — the same pattern beneath every great story, across cultures and centuries. He called it the hero’s journey. We compress it to five beats and bring it into the boardroom. The hero isn’t Odysseus or Skywalker. It’s a merchant, a patient, a marketer, a leader. The structure travels.

Joseph Campbell
Joseph Campbell
Odysseus, marble bust
Odysseus
Luke Skywalker, Tatooine
Luke Skywalker
Situation where the hero is now Desire where they want to be Barrier overwhelmed by the challenge Change a partner who shows the way Results the desire, realized
01 Situation

Today’s operating reality — the friction, the workarounds, the trade-offs everyone in the room has stopped noticing. We draw them with enough specificity that the audience recognizes themselves and remembers why this matters. Without this groundedness, the future we’re about to introduce has nothing concrete to push against.

02 Desire

The strategic target — what the business is reaching for, and often what the leader personally needs. The stated goal (efficiency, growth, retention) sits over a deeper ambition: relevance, control, legacy. Without desire, the story has nothing to pull toward.

03 Barrier

The complexity, friction, or risk that has stalled the strategy. We don’t gloss it — we name what it’s actually costing the business in time, money, and momentum. The barrier has to be felt for the change to feel earned.

04 Change

The new capability that arrives at the turning point — in our films, almost always AI. We’re deliberate about how it shows up: as a companion the leader and the team take up, not a replacement that acts on them. The change must feel like a hinge they swing, not a gift handed to them.

05 Results

The future state, made visible. The new way of working drawn with the same specificity as the situation we opened with — close enough to today that it’s believable, far enough from it that the leadership team can feel the gap closing. This is what they leave the room remembering.

A story isn’t decoration.
It’s a system for moving people.

About

Jeremy Dawkins + team

Head of Design, Storytelling & Human-Centered AI at Accenture and ?What If! Innovation. Twenty-five years of design leadership across brand, product, and digital — at Landor, FutureBrand, and now bringing the discipline of cinematic narrative to executive AI conversations.

Jeremy and team do the work of helping leaders see futures before they arrive — and bring their organizations with them when they do.

Reach out — Email · LinkedIn