Wideye had an advanced technology. CES created the opportunity to make people experience why it mattered.
Wideye wanted to present its LiDAR technology at CES.
The technology itself was compelling, but displaying a sophisticated sensor as a physical object would communicate only part of its value.
A visitor could see its size.
They could inspect its design.
Someone could explain its specifications.
But none of those things answered the most immediate experiential question: what does this technology actually do?
The opportunity was therefore not simply to create an exhibition stand.
It was to transform a technical product into something understandable within seconds, while competing for attention in an environment filled with some of the world's largest technology brands.
A small footprint needed to create disproportionate attention.
The stand had real constraints.
Its footprint was limited.
The budget had to be respected.
Wideye could not rely on the physical scale available to some of the major global brands exhibiting around it.
That made every square metre important.
Rather than compensate by filling the available space with products, graphics and information, BAMHUB looked for one strong interaction capable of doing several jobs simultaneously.
It needed to attract attention.
Demonstrate the technology.
Create a recognisable identity.
Give Wideye's teams a natural starting point for conversations.
And work within the physical and economic constraints of the stand.
The objective was not to make a small stand feel bigger. It was to make its impact bigger than its footprint.
At CES, the first problem is not explaining the product. It is earning the opportunity to explain it.
A trade show is a behavioural environment.
People are moving. Looking. Comparing. Talking. Being interrupted.
And continuously deciding whether something deserves another few seconds of their attention.
That meant the experience could not begin with a technical explanation.
It needed to begin before a conversation even happened.
Wideye's technology gave us the answer.
LiDAR exists to perceive the environment around it.
So rather than hide that capability inside a technical demonstration, we could make the surrounding CES audience part of the demonstration itself.
Someone walking past the stand could become part of what the technology was seeing.
The product would explain itself through interaction.
Don't explain the technology first. Let people experience what it sees.
Put the technology where people intuitively understand why it exists.
Instead of placing the LiDAR on a conventional pedestal, BAMHUB conceived a dedicated concept vehicle.
The actual technology could be integrated onto the vehicle in a context immediately associated with its purpose.
The vehicle also created a strong visual object capable of attracting attention from across the exhibition environment.
But it was not conceived simply as decoration.
It became the centre of the product demonstration.
The LiDAR installed on the vehicle could perceive people and movement around the stand.
Screens positioned around the experience translated that information visually.
A visitor walking past was therefore no longer looking at an abstract sensor.
They could see themselves being detected by it.
The relationship became immediate: product > environment > visitor > live visualisation.
The visitor became part of the demonstration.
The experience was deliberately designed to reduce the distance between sophisticated technology and human understanding.
There was no need to understand LiDAR architecture before experiencing its capability.
People could approach the stand, move around the vehicle and see how the technology interpreted what was happening around them.
That interaction created both attraction and explanation.
The concept vehicle provided the visual anchor.
The real Wideye technology provided credibility.
The screens revealed what could otherwise remain invisible.
And Wideye's teams could then continue the conversation at a much deeper technical or commercial level.
The physical concept was also considered beyond a single event.
Rather than create an expensive centrepiece that would become useless after CES, the vehicle was conceived so that it could be reused for other demonstrations and exhibitions.
The experience needed to work for four days. The investment needed to remain useful afterwards.
From someone walking past to a scheduled business meeting, the entire visitor journey had to work.
The experience was considered beyond the visual design of the stand.
How would somebody notice Wideye?
What would make them stop?
What would they understand before anyone spoke to them?
Where would the conversation continue?
How could important partners and meetings be managed around the flow of visitors?
How would Wideye's teams use the environment throughout an intense CES day?
BAMHUB also developed digital elements supporting the experience, including a reservation solution for partners and meetings.
Screens, product information, demonstrations, conversations and scheduled interactions needed to coexist without making the compact environment feel chaotic.
Operational details mattered too. Hospitality. Responsibilities. Daily organisation. Products and samples. The small things required for the stand to function from opening until closing.
The experience was not finished when the stand looked right. It was finished when people could actually use it.
Designing the experience was one challenge.
Making everything arrive in Las Vegas together was another.
The project was developed through 2021 for CES in January 2022, while international travel, logistics and events were still affected by Covid restrictions and uncertainty.
The project crossed multiple organisations, departments, countries and time zones.
Wideye was part of the wider AGC ecosystem.
Relevant products, samples, information and stakeholders were distributed across different AGC locations and teams.
Coordination involved contacts across Belgium, Japan, the United States and other European locations.
At the same time, BAMHUB was also involved in another, smaller AGC presence at CES with its own products and constraints.
The project therefore required much more than producing a stand design.
Someone had to maintain the complete picture.
Hundreds of individual decisions had to become one functioning experience on one immovable date.
Products needed to be identified.
Samples needed to be located.
Information needed to be collected.
Content needed to be prepared.
The concept vehicle needed to be produced.
Technology needed to be integrated.
Screens and demonstrations needed to work.
The stand needed to comply with CES requirements.
Production partners needed coordination.
Transport and logistics had to connect across countries.
Digital tools needed to be ready.
Covid constraints had to be navigated.
Responsibilities had to be clear.
And all of those streams needed to converge in Las Vegas at the same time.
There was no possibility of opening the stand a week later because one component was unfinished. CES had an opening date.
The project required a network spanning corporate teams, technology, production, logistics and live experience.
BAMHUB worked across Wideye, different AGC stakeholders and the external specialists required to deliver the experience.
The role extended beyond creative direction.
We became a point of connection between information, people and decisions distributed across the project.
Internal teams provided product knowledge and technical requirements. Different AGC departments contributed products, samples and information. Specialist partners supported stand production, fabrication, transport and installation. Technology teams enabled the live demonstration. Local partners helped translate the concept into the realities of exhibiting in the United States.
BAMHUB connected these layers around one coherent experience and followed the details required to make them converge.
Over the course of the project, this created relationships across numerous AGC teams and departments.
The value was not simply knowing who was involved. It was knowing who needed to speak to whom, about what, and when, so that the whole system could move forward.
Wideye arrived at CES with more than a stand. It arrived with a complete way of experiencing its technology.
The final presence brought together the concept vehicle, real Wideye technology, live LiDAR visualisation, screens, product information, digital tools and the physical exhibition environment.
Visitors could see the technology in context.
They could experience its perception live.
Wideye teams could move naturally from demonstration into technical and business conversations.
Partners could be managed through the reservation experience.
The concept vehicle could continue to create value beyond the event through reuse at other exhibitions and demonstrations.
Behind that visible result sat months of coordination across organisations, countries, suppliers, products and specialists.
The complexity remained largely invisible to the people arriving at CES. That was intentional.
The client could arrive and focus on its technology, its customers and its conversations.
The system required to make that possible had already been handled.
The stand was designed to attract attention. It did.
The first CES presence generated significant visitor interest around Wideye and its technology.
The combination of a visually recognisable concept vehicle and live LiDAR demonstration gave people a reason to stop and an immediate way to understand what they were seeing.
The experience also attracted media attention, including French television coverage.
More importantly, it created an environment where attention could turn into conversations, contacts and business opportunities for Wideye and AGC.
The success was visible internally as well.
Rather than treating the first CES presence as a one-off experiment, AGC and Wideye increased their ambition for the following edition.
One successful presence led to a larger one, then to broader ambition inside AGC.
For the following CES edition, BAMHUB was asked to return and develop a substantially larger presence.
The experience evolved again, incorporating additional ambitions and projects while building on what had been learned from the first edition.
The trajectory then continued beyond the original Wideye activation.
CES gained broader importance within AGC, including greater involvement from the group's international and Japanese organisation in subsequent editions.
The exact format evolved as AGC's presence expanded, but the progression mattered.
A project that started with an emerging AGC venture asking how to present one technology had demonstrated the value of creating a much stronger live experience around innovation.
The first question was how to show a LiDAR. The result helped create the confidence to think bigger.
The event ended. The capability and relationships created around it continued.
The CES project strengthened BAMHUB's role across the wider AGC ecosystem.
Coordinating products, people and information across so many departments meant that BAMHUB had developed a practical understanding of who was responsible for different subjects across the organisation and how different teams connected.
That knowledge remained useful beyond the event itself.
The concept vehicle was designed with reuse in mind.
The following CES presence grew.
And the collaboration with AGC continued across other projects and experiences.
The value therefore extended beyond a temporary exhibition environment.
The project demonstrated that BAMHUB could enter a situation with an ambitious objective but no defined experience, shape the concept, navigate a complex international organisation, connect the required specialists and deliver everything against a fixed real-world deadline.
The stand disappeared. The relationships, knowledge and trust built around making it happen did not.
A complex project should feel simple to the people experiencing it, and manageable to the people who asked for it.
Wideye CES brought together technology, brand, space, digital experience, logistics, corporate coordination, international production and live operations.
But visitors did not need to understand that complexity.
They needed to see something interesting, stop, understand the technology and begin a conversation.
And the client did not need to become an expert in every production discipline, every supplier, every CES requirement or every logistical dependency.
They needed confidence that the experience would be there when the doors opened.
That principle extends far beyond exhibitions.
A product launch. A flagship experience. A corporate event. A showroom. A new hospitality concept. A technology demonstration. Or any project where multiple disciplines, organisations and countries have to converge around one experience.
The client's ambition can be complex. The experience should not feel complex.
And sometimes the most useful place to begin is with a very simple question: why would anyone stop?
Bring us an idea, a problem, a property, capital, an existing business or a project already in progress. We first understand what is already there and then explain what we think should happen next.
The first conversation is free. If we believe BAMHUB can add value, we explain what we recommend, why we recommend it and what it would involve before sending a proposal.