When we were invited to explore and solve the challenges of Vestnes in 2006, our mission was identified as to deliver new appealing furnitures in a competitive market. Vestnes was mainly a regional and national actor in a complex international market. We rapidely realised that we had several clients: our host such as Vestnes, the ship owners, and their crew living onboard. Based on these dynamics, our team interviewed all stakeholders, explored and collected their points of view, defined and refined scenarios to optimise their life onboard. We unleashed powerful insights: if the goal of Vestnes, our first client, was to deliver sustainable and appealing interior collection, the goal of the ship owners was surprisingly very different: they are a critical issue to handle a far too high turn over. The crew was expensive to train for their tasks onboard; it was an big investement. This crew nevertheless used to quit their job and go else where faster than expected. It was speculated that it could be a financial issue and higher wages were implemented. It did not lower the turn over. What was the issue? Cruising periods to up to six months can build up home sickness, therefore we had to offer an experience of being home. The crew that was to live in the living quarters that Vestnes outfit, has a multi-cultural background. Because what defines home is cultural and changing accordingly, we explored universal aspects, like a random softness, put in a system. We explored, defined and refined a bespoke interior collection following an optimal ergonomy in compact spaces and crafted a material palette inspired by different cultural patterns and rituals. Critical issues was solved beforehand with bespoke, but systemised solutions within two collections; Willy and Keys. Creating a new value: each vessel can still have its own interior identity. Willy is a systemised and scalable production value chain that enable Vestnes to build interiors that ultimately give the crew a better life onboard.

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