Ella Britten-Jones
The VESSEL travel skincare system open on a stone work surface beside specification drawings, material swatches, callipers and a pencil

Ella Britten-Jones

Writing, design, film, product and software — Sydney

I think meaningful ideas start with understanding.

Nearly four years at MECCA taught me to ask better questions — and notice the problems people had learned to work around.

I follow the thread from first observation through writing, design, film and whatever needs to be built.

The working desk behind VESSEL — containers, sketches, specification drawings and material swatches surrounding the system in development.

FindNoticing the pattern before it has a name
Where it started

My part-time job became my favourite part of the week — and the place I learned to pay attention.

Working at MECCA taught me how much you can learn by genuinely listening to people.

I loved asking questions, listening for what someone actually needed and finding the right solution with them. Over time, the same frustrations and workarounds began appearing in completely different conversations.

People were already finding their own workarounds. I started wondering whether there was a better one.

Ella with the team on the floor at MECCA, in front of the fragrance displays
Oct 2022 — present
MECCA Double Bay, thousands of unscripted conversations.
Trusted to train
Brought new team members through product knowledge and consultation technique.
Recognised internally
Relationship-led approach noted by MECCA founder Jo Horgan.
Finding someone else’s story

Neither customer named the problem. The work was finding the story underneath what they said.

Two customers, on two consecutive days, arrived at the same unsolved problem from opposite directions. Neither of them met. I served both.

The first was preparing for three weeks abroad. Weight-conscious and methodical, she wanted her existing routine in travel format and found, brand by brand, that it did not exist. Her SPF was a dropper serum. She rejected supermarket decanting bottles because they leaked and because a squeeze top cannot reproduce a pipette. She left with a set of travel minis that were not the products she uses. What she needed was format-specific refillable containers.

The next day a man came in to replace a cleanser airport security had confiscated in Europe for exceeding the carry-on limit. He could not have told you the capacity of the bottle he lost. What he needed was carry-on compliance communicated on the container itself.

Two customers could have been an anecdote. Over the following months I served the same two behaviours repeatedly: people quietly abandoning the products whose application method could not be reproduced, and people guessing at capacity until something was taken off them. Neither group ever described a problem with travel bottles. Both were adapting their behaviour around one.

The dependency underneath both patterns is the same. A travel routine only survives if the container preserves the way the product is applied, and if carry-on compliance can be verified at a glance. Every existing option failed at least one of those.

That became VESSEL.

VESSEL

Identifying the gap was one thing. Building the answer was another.

VESSEL V1 — PRE-LAUNCH

A hanging travel skincare system with a container matched to each way a product is actually applied.

A real physical product I conceived and designed, developed directly with a manufacturer in China. The first physical sample has been manufactured, received, tested and iterated; further patterns and the fitted container set are still in development.

Matched refillable containers, decanting tools and an interior mirror complete the design. SPF is not decanted — it carries its own labelling. The design prints carry-on capacities directly onto each container.

Watch the VESSEL film — 1 min 20

What travelling with your existing skincare usually looks like.

Mismatched clear travel bottles bought separately
Before — bottles bought separately
After — decanted into a matched container
The rest of the system — containers, tools and capacitiesOpen

Pump / cleanser · Dropper / serum + facial oil · Jar / moisturiser · Atomiser / fragrance — SPF travels in its original labelled pack

VESSEL — master brand film. AI-generated visuals; product in development.
VESSEL / Brand storytelling

A product idea, told through a familiar ritual.

Completed master film · 1 min 20

The VESSEL master film, for the travel skincare system I’m developing. It follows a familiar routine from home, through packing and the airport, to a new destination — making the product’s purpose tangible through an everyday story.

I chose to tell the product through a familiar ritual — home, packing, the airport, a new destination — rather than through a feature list.

My role: product concept, campaign brief, visual references and creative direction.

I used ChatGPT and Higgsfield to develop and produce the film, guiding the narrative and refining how the product was represented. AI supported the footage generation and edit; the creative brief began with the problem I wanted VESSEL to solve.

Brand storytelling · Creative direction · AI-assisted production

Positioning / the copy decision

Premium 5-pocket organiser

Five containers. Five places.

The first sells a bag. The second describes what happens when you open it.

The positioning named the mechanism rather than only the benefit: preserving how each product is applied. That language is defensible because it depends on a product decision, not a copy decision.

Behind the film

01Protecting the product

The film was assembled from many separate generations, so I kept three sources of authority: the story map owned the story, canonical product references owned VESSEL itself, and action boards owned each shot. Newer takes were not automatically better. Generations that invented a flap or clasp, moved the hygiene pouch to the front, showed the hook while the bag was closed, changed the five-container system or folded the bag impossibly were rejected — however polished they looked. Product accuracy mattered more than novelty.

02One world from separate scenes

Each scene was generated on its own, so continuity had to be directed: the robe at home, the airport clothing, the evening dress, hair, jewellery, the bathroom materials, and where VESSEL was and what state it was in at every moment. At the airport, the closed bag travels clean-front-up with the pouch attached at the rear and no hook showing — takes that confused that geography didn’t tell the intended story and were excluded.

03Choreography first, editing last

The five formats each have their own physical grammar. Fragrance needed a real funnel transfer, then a believable remove, uncap, spray, recap and return; cleanser and serum needed their own reach, use and return. What remained — audio sync, sequencing, a repetitive decant-and-pouch rhythm — was solved by auditing the takes I already had and editing, rather than generating more. The full master was reviewed end to end until story, product accuracy, continuity and pacing all held.

AI expanded what I could execute. What was true, what was wrong and what stayed was mine to decide.

VESSEL / MOTION STUDY

The system in motion.

Exploring how motion can make the relationship between the organiser, refillables and tools easier to understand.

AI-generated motion study · 15 seconds
VerifyTesting it against evidence that could disprove it
Interrogating the idea

Building it started with trying to prove myself wrong.

I started using AI less as an answer machine and more as something to argue with. It gave me a fast way to challenge assumptions, expose gaps in my reasoning and test whether the idea still held up when I pushed against it.

I tested the competitive landscape, customer behaviour, positioning and economics against evidence strong enough to change my mind. Sometimes, it did.

Pre-launch model

AUD $149
retail price — pre-launch, not yet sold

Internal planning estimates, not performance data.

The cost model

~AUD $28Rebuilt as a range

My first landed-cost estimate, around AUD $28 a unit, underestimated the scope of what ships in the box. The May revision put it near $53 — but its own line items did not reconcile. In September I rebuilt the model as a conditional low/base/high range, with every assumption that still needs an exact supplier quote marked as such. The failed estimates stay visible rather than tidied away.

My own hypothesis

My core hypothesisRanked fifth

Ranked against the strength of the evidence, the problem VESSEL is built around — products losing the format they are meant to be applied in — came fifth. I left it where the evidence put it.

Evidence in the model

The numbers show what the idea has to withstand.

The evidence runs in one direction: observation, design decisions, a first physical sample tested against the specification, and what that changed. The ranked customer problems below show where the case is strong — and where it is still only a hypothesis.

VESSEL’s own core hypothesis ranked fifth — and I left it there

I ranked each frustration by the strength of its evidence. The problem VESSEL is built around — products losing the format they’re meant to be applied in — came fifth, with the least proof. I left it where the evidence put it.

Swipe to compare all columns →

#FrustrationIntensityEvidence
1Leaking products damaging clothes and luggageHighStrong — most cited problem across sources
2Security confiscation of over-limit productsHighStrong — frequently cited, financial and emotional cost
3Routine disruption — skipping or switching productsHighStrong — Mintel & Euromonitor 2025
4Pre-trip packing stressMed-highQualitative — recurring in consumer journals
5Application method compromise — the format problemMed-highQualitative — VESSEL’s core hypothesis, unproven at scale
6Product waste from partially used minisMediumQualitative — consistent but background
7Bathroom clutter and disorganisationMediumQualitative — functional, not emotional
8Travel minis unavailable for some premium productsMediumQualitative — category-specific

Source — VESSEL Mini Tax Report, Section 03.

Explore the early market and Year 3 modelHistorical planning exhibits, now superseded.Open

Two visuals from my earliest planning documents, kept as the record of how the thinking started. Neither is VESSEL demand, traction or a current forecast.

Early category estimate: global toiletry bag market

Unverified sourceUSD billion

Swipe to read every year →

Historical early category estimate, original source not verified: global toiletry bag market 2024 to 2033An unverified category estimate quoted in an early VESSEL planning document, rising from 2.31 billion US dollars in 2024 to 4.01 billion in 2033. Not VESSEL demand or traction.$2B$3B$4B$2.31B2024$2.45B2025$2.60B2026$2.96B2027$3.37B2029$4.01B2033
An early category estimate quoted in the March VESSEL GamePlan. The pages I reviewed do not substantiate the underlying primary research, so its original source has not been verified. It describes a broad product category, not VESSEL demand or traction.

VESSEL GamePlan (March 2026), Section 01 — original source not verified.

Year 3 EBITDA sensitivity matrix

SupersededYear 3 EBITDA, AUD $000s, as printed

Swipe to compare all scenarios →

Historical, unvalidated and superseded May 2026 model: Year 3 EBITDA by blended gross margin and bag units, in thousands of Australian dollars, as printed. Not a current forecast.
Blended gross margin2,500 (−40%)3,300 (−21%)4,200 (base)5,000 (+19%)6,000 (+43%)
66%$48K$162K$248K$316K$398K
69%$75K$196K$292K$368K$462K
72% (base)$104K$232K$416KOld base$520K$652K
75%$132K$268K$460K$572K$718K
78%$162K$306K$506K$630K$790K
Historical May 2026 scenario exhibit, superseded. The report contradicted its own matrix and its landed-cost arithmetic; these outputs are not a current forecast.

The report’s prose said 19 of 25 scenarios were positive and the worst case turned negative — the matrix it printed shows otherwise — and it relied on a ~$53 landed cost its own line items did not reproduce. That contradiction is part of why I rebuilt the model as a conditional range.

VESSEL V1 Financial Analysis (May 2026), p. 10 — superseded.

Read the source documentsCompetitor scorecard, and the superseded May 2026 cost model kept as the record of the correctionOpen
Open document
DocumentCompetitor scorecard — ten brands scored 0–3 against five pillars.
Open document
DocumentPer-order contribution waterfall from the May 2026 model — later found not to reproduce its own landed cost. Kept as the record of the correction, not as current figures.
DecideChoosing what matters, and what to leave out
Making it

I had never manufactured anything.

No contacts, no introductions, no idea how any of it worked. I started reaching out to manufacturers, learning what questions to ask and getting better at separating someone who could make a bag from someone who could actually make VESSEL.

I narrowed the search to three manufacturers and assessed them against the same requirements. Margaret in Fujian ultimately stood out because she engaged with the specification itself — questioning dimensions, tolerances and construction rather than simply sending back a quote.

v1.0 → v7.0
successive manufacturing specification versions
36pp
manufacturing specification, v7.0
3
manufacturers shortlisted, one selected

A render is a wish. A specification is something a stranger can build from.

Open document
Specification, v7.0Function-critical pocket widths hold to ±1 mm; everything else to ±3 mm. Tap to read the page.
Selected manufacturing specification

A specification has to say what happens when a requirement cannot be met.

These drawings and tolerance rules turn the product idea into instructions another person can make and inspect.

±1 mm
function-critical pocket widths, measured across the full panel
±3 mm
general tolerance elsewhere, with working room by design
Zero substitution
no change to materials or construction without written approval
Exhibit 01
The complete system, locked

The master sheet brings the open-bag architecture, closed dimensions, pocket assignments, tolerance strategy and prohibited failure modes into one factory-facing reference.

Exhibit 02
Open-bag cross-section

A full side section defines the 35 cm open height, compartment depths, material stack and the compression-plus-base-support principle that keeps the containers upright.

Exhibit 03
Structure stack and depth control

The closed-bag section shows how the shell, optional foam, structural board, lining and pocket panel combine — and makes clear that depth is controlled by structure, not fabric tightness.

Read the sourcing record and further specification exhibitsManufacturer assessment and three additional drawingsOpen

Function-critical pocket widths hold to ±1 mm across the full panel, everything else to ±3 mm, and nothing about the materials or construction changes without written approval.

Open document
Sourcing recordThree manufacturing paths assessed against technical comprehension, not lowest unit cost.
Exhibit 01
The retention mechanism

A cross-section translating the locked product principle into forces, load paths and measurable geometry: elastic compression aligns each container against the back wall while the base ledge carries its weight.

Exhibit 02
Construction and enclosure method

A sequenced factory instruction showing how the structural board is enclosed, where the pocket panel is attached and which shortcuts would compromise alignment, rigidity or function.

Exhibit 03
One principle, three pocket conditions

The same retention principle resolved for the standard, cleanser and moisturiser pockets, with distinct ledge heights and tension requirements where container geometry demanded them.

Selected pages from a 36-page manufacturing specification and the sourcing record behind it. Tap any document to read it at full size.

The first physical sample

The first time it existed outside a document.

Why the bag was sampled firstOpen

The bag and refillable containers were developed through separate manufacturing paths. I started with the bag so I could test the complete system using off-the-shelf containers — refining the layout, storage and pocket dimensions before committing to custom containers designed precisely to fit them.

Filmed on my phone, unedited — the first time I ever held something I had designed.

Some of it was wrong.

Parts of the sample had been manufactured outside specification. Pocket dimensions were off and some of the test containers didn't fit properly. Physical testing also exposed details that couldn't be fully understood on paper.

So I went back to the specification.

I documented every deviation, photographed the evidence and changed the way tolerances were communicated — separating the dimensions that controlled whether VESSEL actually worked from those where the manufacturer could have more room.

First sample measured against a steel rule for height
First sample — inspection & function testing
Research after the sample

Having something physical gave me better questions to ask.

Once VESSEL was physical, people could respond to something real. I used quick Instagram polls with friends to ask what they packed, how they packed it and what they wanted kept together or separate. Some answers shaped V1; others became questions to carry forward.

What it changed

The first sample made me rethink storage. Rather than making VESSEL bigger, I designed a detachable hygiene pouch: divided storage for toothbrush and toothpaste on one side, and a razor on the other. I put it back to the research group; the directional response informed its inclusion in V1.

Render of the detachable hygiene pouch attached to the VESSEL bag
Design intent — renderDirectional response from a small research group — not validation of demand. The pouch has not been manufactured.
See the researchFour polls put to the group, with their resultsOpen
Open document
Can you confine your skincare into 4 or 5 products when travelling?
Open document
Do you pack makeup and skincare together, or separately?
Open document
One large beauty system, or separate systems?
Open document
The hygiene pouch concept, put back to the same group — “Worth including?” Yes 83%, No 17%.

Small, self-selected research group. Directional response, not validation.

Where VESSEL is now

Built to learn from the next version.

Built

V1 developed through specification, sampling, physical testing and iteration.

Now

Refining the system through further sampling, testing and manufacturing development.

Next

Keep testing the premise while V1 is still in sampling, then finalise the bag and hygiene pouch and develop the fitted container set with a specialist supplier.

TellMaking it something someone else can act on
The same pattern, elsewhere

I keep noticing things I want to solve.

THE CERTAINTY GAP / SOURCE IT

Similarity isn’t proof.

Can a retail product be traced to its actual maker, or only to something that looks like it? VESSEL taught me what it takes to make something; SOURCE IT asks what it takes to prove who made it.

I framed the question, mapped how a buyer investigates, directed an AI-assisted build and changed the rules each time the evidence came back weak. Evolving pre-launch prototype, tested in bounded live cases. No original manufacturer has been verified.

Read the SOURCE IT case study
Early SOURCE IT prototype interface, recorded before the live search integrations
SOURCE IT — early prototype walkthrough, recorded before the live search integrations. Watch it in the case study.
Two smaller experiments — OFFLINE and RelayOpen
Relay

Find what mattered in a conversation; leave the editorial call to a person.

Relay prototype — choosing which structured output to generate from a recorded conversation
Relay prototype — intent selects the output. Not tested with users.
Read the Relay case study →
Ella Britten-Jones
About

Ella Britten-Jones

Working face to face with customers taught me to notice what people do, what they work around and what they do not always think to say out loud.

When a pattern stays with me, I try to understand it properly, challenge my first answer and make something that can be tested.

I want to bring that way of working to an ambitious AI or creative-technology team — finding the story in real behaviour, then making it across formats.

Tell me what you’re working on.

Working with people

Much of my work has happened close to people: listening carefully, sharing what I know and helping someone else move forward.

  • MECCA — trusted to train new team members; a relationship-led approach recognised internally by founder Jo Horgan.
  • VESSEL research — a small Instagram group of people who know me and chose to answer questions about how they pack and travel.
  • Vice Head of Dalton, Year 12 — led a 100-student mentorship program; regular assembly and parent-audience speaking.
  • Cancer Council volunteer — public speaking and mentoring.