The research restaurant: A deliciously clear metaphor

In the early days of HelloFresh’s research function, James was the only UX researcher in the company. Rather than simply conducting tests and sending reports, he started building something more dynamic and memorable.

“What I do at HelloFresh is I run our research restaurant... Our customers are our stakeholders, right? As they begin to digest our different research projects,” James explains.

By imagining each research output as a “dish,” James and his team created a mental model that made it easier for stakeholders to understand the value of UX research. Just like chefs, researchers work to craft the perfect experience—tailored to taste, prepared with care, and delivered at just the right time.

"Our researchers are the chefs. The cuts are the projects we push out, or the different dishes we produce." — James Villacci

Scaling the kitchen: From solo chef to global team

When James joined HelloFresh in 2018, the UX research team didn’t exist beyond him. To scale the team and earn internal buy-in, he first focused on understanding his key stakeholders—treating them like users themselves.

“As any good researcher, you always want to study your user... In this case, my user was my director,” he says.

By tailoring his research initiatives to directly support leadership goals, he demonstrated tangible impact. One of the first usability tests he ran led to a significant increase in conversion rates—proving the business value of UX research.

From there, James built the foundation of a scalable, insight-driven function that aligned closely with product development and other key teams.

Embedding research into the product strategy

One of the most innovative aspects of HelloFresh’s research approach is the way it integrates with product strategy. James emphasizes treating research like a product itself—with three core components:

• Identify a real problem
• Develop a solution
• Market the findings internally

“Research isn’t just research—it’s a product. And like any good product, it needs a strategy, development, and a go-to-market plan,” James explains.

By embedding UX researchers within product pods and encouraging cross-functional collaboration, the HelloFresh team ensures that user experience insights are considered throughout the entire lifecycle of a product or feature.

"You need to treat research like a product. Identify the problem, create a solution, and market it internally," he said. 

The insight show: Creating a culture of curiosity

To make research findings visible, digestible, and actionable, James launched what’s now become a cornerstone of HelloFresh’s culture: the Insight Show.

What started as an informal session called “The James Show” grew into a formalized, company-wide event that now draws hundreds of attendees globally. Hosted regularly, the show showcases key findings from recent projects, highlights patterns, and aligns research themes with broader strategic goals.

“We wanted to build a culture of always learning. So, the Insight Show was a way to share our work, generate demand, and keep people excited,” he shares.

The show includes interactive elements like quizzes, video clips, and themes, turning what could be dry presentations into engaging, shareable experiences.

Democratizing research across the org

James is a passionate advocate for research democratization—making customer insights accessible to everyone, not just the UX or product teams. This approach avoids the ivory tower model of centralized research and instead encourages broad adoption and curiosity.

“Research shouldn’t be an ivory tower," James said. "Think of it like the Citadel in Game of Thrones, where knowledge is distributed, not hoarded.”

This philosophy has resulted in HelloFresh’s internal Slack research channel growing from just 10 members to over 400. Research isn’t a behind-the-scenes activity—it’s a conversation happening across the organization.

Measuring success without traditional KPIs

While conversion rates and other key performance indicators (KPIs) matter, James prefers to evaluate research based on influence, not just outcomes. He focuses on how often research is cited in decision-making and how many strategic initiatives are informed by UX work. “Instead of asking if research moved a KPI, ask whether it de-risked a business decision,” he says.

In a world where product decisions are influenced by countless variables, isolating the exact impact of a single research initiative is difficult. Instead, HelloFresh tracks the uptake and influence of research internally—measuring its strategic value rather than just numerical results.

"You can't always measure what you prevented," James said. "But research helps you de-risk decisions—that's the real value."

The global flavor: Scaling insights across borders

Operating in multiple countries, HelloFresh needs to ensure consistency and cultural sensitivity in its customer experience. James’ global UX team works across regions to surface local insights while aligning with global strategies.

Through the Insight Show, internal Slack channels, and a strong partnership with product leaders, the team maintains a unified approach to UX research scalability—ensuring that human-centered design remains at the forefront everywhere HelloFresh operates.

Practical takeaways for other teams

James’ approach offers a replicable model for other organizations looking to embed UX research more deeply:

• Use metaphors (like the research restaurant) to make research more relatable
• Study your stakeholders to align research with their goals
• Market your findings internally—don’t just report them
• Build rituals (like the Insight Show) that make research a shared experience
• Measure influence, not just output, to understand your true impact

Fueling curiosity at scale

James’s work at HelloFresh exemplifies what’s possible when UX research is treated not as a side project, but as a strategic engine of growth. Through creative thinking, stakeholder empathy, and a commitment to customer-centric design, his team has built something much bigger than reports—they’ve built a movement.

As James puts it, "Create the demand, and then you'll go further. Build a culture of learning and you’ll never run out of ideas.”