From Dreaming of Impact to Learning to Lead: My Journey Through a Transformative Module at Newcastle University

 

From Dreaming of Impact to Learning to Lead: My Journey Through a Transformative Module at Newcastle University

Hi, I'm Jinit Patel — a master's student at Newcastle University, currently pursuing an MSc in Digital Business. In this blog, I want to share my experience with a module that has truly stood out for me — a module that, without exaggeration, has been the most impactful and inspiring part of my academic journey so far. My sincere gratitude to professor Dinara davlembayeva and professor Jungho kim for this course.

But before diving into the details of the module itself, let me introduce myself and share a bit about where I come from and what drives me.

From my early college days, I’ve always been passionate about entrepreneurship, particularly the idea of building a startup that aligns with the United Nations' Sustainable Development Goals (UN SDGs). I’ve long envisioned creating something meaningful — something that not only thrives in a business sense but also contributes positively to society and the world at large.

Coming from a family business background in India, where we operate as wholesalers and middlemen in the whole food industry, I’ve had firsthand experience of how traditional industries often struggle to adopt modern technologies. (By the way, did you know that the Indian food and grocery retail market was valued at over $600 billion in recent years and continues to grow rapidly?) Working in this space helped me realize the gaps and opportunities in digital transformation — a realization that would later find theoretical grounding during my studies.

Before arriving in Newcastle, I spent some time working in our family business. It was there that I first noticed how low the adoption rate of digital technologies was — something that the Technology Acceptance Model (TAM) from my E-Business module helped me deeply understand. This module gave me the framework to analyze these challenges and think about how technology could be better aligned with user behavior and expectations.

Additionally, the Strategy, Management, and Information Systems module further expanded my thinking — helping me see how digital solutions must not only be technically sound but also aligned with overall business strategy and organizational culture. My undergraduate background in Finance and Business Administration has also played a crucial role, allowing me to connect financial logic with strategic innovation.

Entrepreneurship has always been in my blood. Also I watch shark tank and watch podcats on startups and follow y combinator, hoping I get funding. In college, I co-founded a fintech startup called InvETF, which aimed to invest users' spare change automatically after every purchase. While the venture didn’t succeed in the long run, the experience taught me lessons that no textbook could — about resilience, product-market fit, team dynamics, and the emotional rollercoaster of startup life. It’s a failure I wear proudly because it shaped me into a more thoughtful, agile, and motivated founder-in-the-making.

Now, through my journey at Newcastle University, I’ve begun developing not only the technical skills but also the soft skills needed to thrive in today’s dynamic, digital-first world — from managing pressure and working in diverse teams to honing my communication and leadership abilities.

So, without further ado, let’s begin the story of a young founder navigating his way through a transformative course — one that taught me more than I could have ever expected and brought me a step closer to building a business that matters. I will express my feelings and learnings and the journey between the 9 classes that I attended.

 

Week 1  

The day had finally arrived. After weeks of anticipation, I stepped into the first session of NBS8323 with a mix of excitement and nervous energy. As the lecturer began introducing us to the dynamic world of digital startups, my mind buzzed with possibility. Concepts like platform business models, stakeholder engagement, and digital sustainability weren't just theoretical anymore—they were the foundation of the journey we were about to take.

Then came our first major challenge: form a team of four and prepare to build a digital startup from scratch. It sounded simple enough on paper, but as I glanced around the room, I realized that this would be more than just assembling a group. It would mean building trust, navigating personalities, and figuring out how to lead in the unknown. I felt a rush of questions: Would we collaborate well? Could we divide the work fairly?

Eager to bring some order to the chaos, I stepped forward with a suggestion: “Why don’t we mirror real startups and assign roles—like Chief of Finance, Marketing, Strategy, and Operations?” It was a small idea, but it instantly gave our team structure. It sparked conversations and helped us visualize how we could work together as a functioning unit, rather than a loose collection of individuals.

Still, not everything clicked right away. While we had our roles, we lacked a system for communicating clearly. Messages got lost, and tasks overlapped. We were a team in name, but not yet in practice. I began exploring tools like Jira and Monday.com, imagining how smoother workflows and shared platforms could keep us aligned.

Despite the bumps, I saw the value of taking initiative early. By reaching out to complete our team and proposing a structure, we created a foundation that helped us get moving. And through the lectures, I began to understand how deeply reflective learning would shape our growth—not just in theory, but in how we approached the challenges ahead.

Week 1 taught me that even something as seemingly simple as forming a group is layered with emotion, uncertainty, and opportunity. A good team isn’t built by accident—it’s built intentionally, through communication, clarity, and mutual respect. That insight changed how I approached everything.

As we head into the coming weeks, I plan to keep championing structure and reflection. I’ll encourage clear role assignments, continue capturing my thoughts and ideas as they evolve, and support my teammates in building not just a startup, but a strong and united team. This is just the beginning—but it’s a promising one.

 

The momentum from Week 1 carried us into Week 2 with renewed energy, and the real fun began—brainstorming ideas for our digital startup. Sitting in a circle during our seminar, you could feel the creative energy in the air. Ideas bounced back and forth like sparks, each one adding fuel to the fire. To keep the conversation flowing outside class, we set up a WhatsApp group. It was a simple step, but it quickly became our hub—a space where ideas could be dropped spontaneously, refined, and revisited at any hour.

By the end of the week, we had four promising contenders: SwiftDrop, SkillzMatch, EcoRevive, and BrewSynth. Each concept had potential, but two stood out to me—EcoRevive and SwiftDrop. Both touched on sustainability, something I care deeply about. Still, a small voice in the back of my mind asked: Are we playing it too safe? Are we overthinking feasibility before giving bolder ideas room to breathe?

Thankfully, the lecture gave us a useful framework to move forward. We were introduced to the Wheelwright and Clark (1992) product development funnel, which encourages a wide net of ideas early on, followed by structured narrowing. Applying this alongside our ideation matrix gave our process a more disciplined edge. We weren’t just dreaming—we were evaluating. Each idea had to pass the test of originality and viability.

What made the week even more inspiring was a guest session with the founders of Polybox, a local startup. Hearing their story grounded our own journey. They didn’t just talk about ideas—they shared the messy, gritty parts of turning those ideas into something real. Funding hurdles. Market fit. Unforeseen problems. Their honesty reminded us that a startup isn’t built in a pitch deck—it’s built in the trenches.

Throughout the week, I stayed engaged—contributing to the brainstorming, voicing thoughts in our chats, and aligning the lecture’s frameworks with our decision-making process. The structure worked. The ideation funnel helped us stay creative while focusing our efforts. And the WhatsApp group, though small, laid the groundwork for a more collaborative team rhythm.

Yet, we weren't without setbacks. Despite our productive discussions, we hadn’t yet assigned formal roles or tasks. That lack of structure meant our ideas remained broad, not fully developed. And in our group dynamic, a few voices still dominated while others stayed quiet. We were making progress, but we hadn't quite found our balance yet.

Looking back, Week 2 taught me that ideation is a dance between structure and spontaneity. You need to dream freely, but also know when to evaluate and commit. Tools like the ideation matrix and product funnel aren’t just academic—they’re essential to moving from possibility to action. And the real-world wisdom from Polybox reminded me that the best ideas mean little without execution and team cohesion.

Moving into next week, I’m determined to shift us from discussion to action. I’ll propose we assign roles to ensure accountability and help us dive deeper into whichever idea we choose. I also want to sharpen how I present and pitch ideas—being concise helps the team respond faster. And, inspired by Polybox, I’ll encourage us to think ahead: What real-world roadblocks might we face—and how can we prepare now?

The foundation is there. Now it’s time to build.

Week 3 felt like crossing a threshold.

After weeks of exploring, debating, and evaluating, our team made a decisive leap — we chose SwiftDrop as our startup concept. It wasn’t an easy choice. Each idea had its own appeal, but through structured decision-making using the originality and evaluation matrices, we filtered the noise and focused on what felt both impactful and feasible. Sitting together in a face-to-face session, we finally aligned. And in that moment, SwiftDrop transformed from a concept on paper to something real.

SwiftDrop, a peer-to-peer, intra-city instant delivery platform, immediately sparked creative energy. We got to work on branding — sketching out logo ideas, playing with taglines, and visualising how the platform would live in the hands of users. There was a buzz of motivation in the group, and for the first time, I could see us building something that could genuinely fit into people’s lives.

The week's lecture content came at just the right time. It focused on entrepreneurial creativity, opportunity evaluation, and the role of passion and feasibility in idea selection. These themes mirrored our journey. We also learned about the Double Diamond design process — a structured way to define problems and then explore and refine solutions — which we quickly applied. Paired with techniques like Crazy 8s and the creation of user personas, our idea started to gain depth and empathy.

One persona we developed was Harry — a university student who, like many of us, occasionally forgets essential items on important days. With SwiftDrop, Harry could get his ID card delivered just in time for an exam. This wasn’t just a hypothetical scenario — it felt real, personal, and urgent. That clarity sharpened our understanding of SwiftDrop’s value proposition.

Emotionally, I felt a strong sense of relief and enthusiasm. Choosing a direction gave us purpose. I was especially drawn to SwiftDrop because it balanced technological practicality with social impact. Still, I felt a bit of pressure. As we moved toward customer validation, I was tasked with helping draft interview questions — and I realised just how much rides on asking the right things. A few vague or repetitive questions could mean missing valuable insights. I wanted to get it right.

I contributed to finalising the idea, brainstorming the interview structure, and building the user personas. Working through exercises like Crazy 8s helped surface creative solutions, and our face-to-face session gave us the cohesion we’d been lacking. But not everything worked smoothly. Our interview question set wasn’t as refined as it needed to be — too many general queries, not enough targeted ones. This pointed to a recurring challenge: the need for clearer task ownership.

Reflecting on the week, I’ve come to appreciate how creativity and strategy must go hand-in-hand. It’s not enough to have a clever idea. You need a clear problem, real users, structured feedback loops, and a team that can act on insights. The process of building user personas and using the Double Diamond framework revealed just how essential user empathy is in shaping relevant solutions.

More than anything, Week 3 marked a shift from talking about startups to thinking like one. We began validating, visualising, and building — moving from ‘what if’ to ‘how might we.’

Next week, I plan to double down on our research efforts. I’ll help refine our interview and survey questions to ensure they’re aligned with our value proposition. I’ll also push for clearer task delegation so that everyone owns a part of the process. I want to begin documenting how we’re applying frameworks like the Double Diamond and value proposition canvas, so our decisions are grounded and traceable. And above all, I’ll continue to advocate for user-driven design — adapting SwiftDrop based on the needs, pain points, and stories of real people like Harry.

This is where things start to feel real. And I’m ready for it.

 

 

Week 4 was the week we traded imagination for evidence.

After selecting SwiftDrop as our startup concept, the energy in our team naturally shifted from creative brainstorming to grounded research. The big question now was: Is this idea actually viable in the real world?

We kicked off the week by outlining our research strategy. The team gathered to discuss interview formats and identify our target segments. We explored what kind of data we needed — what assumptions we were holding, what hypotheses we wanted to test. As someone who enjoys structure, I found myself drawn to this phase. There was something deeply satisfying about moving from “what if” to “let’s find out.”

Parallel to this, we began our secondary research — digging into market reports, articles on urban logistics, and case studies from the peer-to-peer delivery space. The more we read, the more we started to recognise the friction points: slow delivery, high costs, lack of flexibility. These weren’t just numbers or trends — they were signals, whispers from our future users that we might be onto something real.

The lecture content this week fit perfectly into our evolving journey. We explored customer discovery methods, the Value Proposition Canvas (VPC), and Business Model Canvas (BMC). Applying these tools brought clarity. We could now articulate the problem SwiftDrop aimed to solve, who we were solving it for, and why existing solutions weren't cutting it. But as we mapped out the VPC, we hit a reality check: much of it was still assumption-based. We had frameworks — but what we lacked was voice-of-customer validation.

That awareness was reinforced by our exploration of TAM, SAM, and Beachhead Markets. It forced us to think beyond general demographics and define who would really use SwiftDrop first. Our persona Harry from last week suddenly had company — students living off-campus, young professionals without cars, people managing busy schedules. The market began to take shape, and yet… we knew we were still in the fog. Our segmentation was promising, but not yet laser-focused.

One moment really stood out for me: when we applied Porter’s Five Forces to analyse industry dynamics. I hadn’t previously considered how vulnerable startups can be to external forces — especially in a sector dominated by large players and tight margins. Suddenly, SwiftDrop wasn’t just a fun solution — it was a fledgling idea in a fiercely competitive jungle. That shift in perspective was humbling, but also necessary.

Emotionally, I felt a mix of excitement and caution. I loved the analytical tools we were learning and applying. They gave us a strategic edge, a way to look beyond intuition. But I also started questioning: Are we moving too fast without hearing enough from real users? That thought lingered. I began realising that the frameworks were only as strong as the data we used to fill them.

By the end of the week, it became clear that this was more than just research — it was our bridge to credibility. Our secondary research had prepared us, but now we needed to go out and test, listen, iterate.

Looking ahead, I’ve taken it upon myself to coordinate our interview process and ensure we’re asking smart, hypothesis-driven questions. We need clarity, not confirmation bias. We need to know what’s working — and what’s not — before we go any further.

I’ll also help structure and distribute our survey, while revisiting our VPC and BMC in light of every new insight. Most importantly, I want to instil a culture of iteration within the team. Every assumption we validate or invalidate should reshape our strategy — this feedback loop has to be alive and continuous.

Week 4 taught me that startups don’t survive on ideas alone. They survive on insight, iteration, and a relentless pursuit of truth. That’s the path we’re now walking — and I’m ready to lead the next step.

Week 5 was a reality check — the kind that leaves you both grounded and growing.

We began the week with a sense of purpose. After weeks of shaping SwiftDrop conceptually, we were finally stepping into the real world, interviewing users and validating our assumptions. Hearing first-hand stories from potential users — students needing last-minute deliveries, busy professionals juggling errands — gave our idea a heartbeat. Suddenly, SwiftDrop wasn’t just a concept. It had people, voices, and urgency behind it.

But just as we hit one milestone, we stumbled over another.

Our group PowerPoint presentation — a key deliverable — was submitted late. It wasn’t a catastrophic delay, but it was enough to raise flags and frustrations. Our communication, usually fluid, had started to fragment. Roles weren’t clearly defined, time slipped away, and we found ourselves scrambling at the last minute. As someone who values structure, I found this chaotic moment unsettling. It made me question not the idea — but the execution.

Yet amidst the pressure, there was progress.

Analysing the interview feedback was incredibly satisfying. We identified strong alignment between our users’ pain points and SwiftDrop’s core value — fast, local, on-demand delivery powered by a peer-to-peer model. Users weren’t asking for a revolution — they were asking for flexibility, affordability, and speed. And that’s exactly what we were building. We revisited our Value Proposition Canvas (VPC) with renewed confidence and updated it to reflect real insights rather than educated guesses.

Still, the inconsistencies in how interviews were conducted — varied phrasing, different levels of depth — made it harder to compare data cleanly. It became clear that even good research can suffer without shared standards. Another reminder: the process matters as much as the outcome.

In the lecture, we explored digital business models and the Business Model Canvas (BMC) — and that turned out to be a perfect frame for our current phase. The idea that digital startups often prioritise growth and network effects before profitability felt particularly relevant to SwiftDrop. We’re not building a product; we’re building a platform — and that means playing a longer game. The lecture’s discussion of aggregator and on-demand models helped us begin mapping SwiftDrop’s monetisation logic more seriously. Freemium? Commission-based? Subscription? We didn’t land on one yet — but the gears had started turning.

Reflecting on the week, two things stood out.

First, user insight is not a “nice-to-have” — it’s the lifeblood of a lean startup. As Eric Ries and Steve Blank advocate, the "Build-Measure-Learn" cycle must be constant. Every assumption must be tested, not taken for granted. Our interviews proved that what sounds good in a seminar room can look very different in the real world.

Second, collaboration must be intentional. Creativity thrives in flexibility, but delivery demands discipline. Our late submission was a wake-up call: good ideas don’t mean much if they’re poorly executed. We need better internal structure — not to stifle creativity, but to protect it.

So what’s next?

I’ve committed to taking a more active role in project management — ensuring deadlines are met and roles are clearly assigned. I’ll lead the next phase of qualitative analysis, grouping feedback into actionable themes and linking them directly to our updated BMC and VPC.

I also want to help the team refine our monetisation model, using what we’ve learned about digital business types and user value perceptions. And perhaps most importantly, I’ll advocate for internal deadlines that come before university ones — giving us time not just to submit, but to improve.

 

Week 5 tested us — not just as aspiring entrepreneurs, but as a team. We stumbled, but we also learned. And in the world of startups, that might just be the most important step of all.

 

Week 6 was the week we stepped into the spotlight — and got a reality check.

Our first formal presentation for SwiftDrop felt like a culmination of weeks of hard work — primary research, TAM estimates, early models like the Value Proposition Canvas. We walked into the seminar room prepared, confident that we had something promising to share. And in many ways, we did.

But as soon as the presentation ended, the questions came.

What exactly sets SwiftDrop apart from UberConnect or existing courier apps? How did we calculate such a large TAM? Who, really, is our beachhead customer? The feedback was detailed, constructive — and, admittedly, difficult to hear at first.

I won’t lie: there was a moment of internal panic. It’s easy to feel vulnerable when gaps in your thinking are exposed publicly. But that moment passed quickly, replaced by something more productive: clarity. For the first time, I could see exactly why our idea wasn’t resonating at the level we hoped. It wasn’t about the effort we’d put in — it was about the precision we lacked.

Looking back, our presentation had strengths. The team came together cohesively. The research showed genuine curiosity and potential. Our delivery was professional. But the weaknesses stood out just as clearly — our TAM was overestimated and under-evidenced, our Unique Selling Proposition (USP) was vague, and we hadn’t differentiated SwiftDrop enough in a crowded market.

This week’s lecture couldn’t have been more relevant. It centred on Minimum Viable Products (MVPs) and Go-To-Market (GTM) strategies — practical tools that startups use to test assumptions and gain early traction. The Airbnb story really stuck with me: how they launched with a barebones website, just enough to test demand. It was a reminder that you don’t need polish to prove potential — you need validation.

We realised we were falling into a common trap: planning too much and testing too little. It was time to simplify, focus, and let users guide our next steps. The lecture’s emphasis on adjacent market expansion, upselling, and customer segmentation gave us new lenses through which to view growth — not as a leap, but as a series of validated steps.

So where do we go from here?

We start by being honest — with ourselves and our data. I’ve committed to helping revise our Value Proposition to make our differentiation explicit. We’re no longer guessing who our customers are — we’re identifying them with purpose, using real-world logic and reliable data to tighten our TAM/SAM/BHM estimates.

Next, we’ll build a basic MVP — maybe a clickable prototype, maybe a low-fidelity storyboard — to put SwiftDrop in front of real users. It doesn’t have to be perfect. It just has to be testable.

Finally, we’re drafting our Go-To-Market strategy. That means knowing not just who our early adopters are, but where to find them, how to reach them, and what exactly we’re offering that no one else is.

Week 6 was a turning point. Not because we nailed everything — but because we didn’t. And in those gaps, we found clarity, direction, and the motivation to improve.

Startup learning isn’t linear. It's iterative. It’s not about being right the first time; it’s about responding to what you learn, adjusting your sails, and moving forward — smarter and sharper than before.

 

 

 

Week 7 was the week we found our conscience.

Up until now, our journey with SwiftDrop had focused mostly on product features, market needs, and business strategy. But this week, everything shifted. Ethics, sustainability, and social responsibility stepped into the spotlight — and with them, a new depth to our startup thinking.

Our first task was to respond to the feedback from Week 6’s presentation. We rolled up our sleeves and got to work — refining our Total Addressable Market (TAM) based on real data and credible logic, not optimistic guesswork. At the same time, we redefined SwiftDrop’s Unique Selling Proposition (USP) to make it not just about speed or convenience, but about values. We zeroed in on three core pillars: localised delivery, eco-friendly transport, and fair rider compensation.

But the biggest turning point came during this week’s lecture.

We explored the ethics of startup development — not just as a compliance checklist, but as a philosophy. From GDPR and data privacy to fair labour and environmental impact, the session grounded our project in something far more meaningful than market fit. We examined real-world case studies like Oddbox, Lime, and even Google’s original “Don’t Be Evil” mantra. These examples weren’t just interesting — they were challenging. They made us confront the blind spots in our own thinking.

I found myself genuinely moved by the ethical discussions. For the first time, I considered how a seemingly simple delivery app could create real-world harm — whether through data misuse, unfair pay, or unsustainable growth. Suddenly, SwiftDrop wasn’t just a business opportunity; it was a responsibility.

So what worked well this week?

• Our redefined USP now includes real, differentiating values — not just what we do, but why it matters.
• The team engaged in thoughtful, honest conversations about fairness and sustainability.
• We began shaping our MVP testing plan to include ethical considerations like privacy, trust, and gig-worker treatment.

What didn’t work so well?

• We struggled to define clear MVP success metrics. What does “good enough” look like in terms of user adoption, feedback, or validation?
• Balancing profit with principles proved complex — especially in a gig economy model, where exploitation is so often baked into the margins.

But maybe that complexity is the point.

This week’s big insight was this: Ethics isn’t a barrier to innovation — it’s a design constraint that breeds better solutions. Our commitment to eco-mobility and fair labour isn’t just the “nice part” of SwiftDrop — it is the innovation. It’s what makes us credible, defensible, and meaningful in a crowded delivery market.

Looking at GDPR from a system-design lens was also illuminating. Location tracking, personal data, delivery preferences — all of this needs careful handling. Trust is fragile in digital products. If we mishandle privacy, we lose not only users but integrity.

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So, what’s next?

• I’ll lead the drafting of SwiftDrop’s ethical code of conduct, reflecting our principles around data protection, labour fairness, and social impact.
• We’ll update our MVP testing to ask users how they feel about privacy, transparency, and ethical treatment of riders.
• We’ll keep refining our USP and make sustainability a core part of the business model — not an afterthought.
• We’ll begin building a lightweight prototype or user journey map that showcases these updated values in action.

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Week 7 taught us that startups aren’t just engines of innovation — they’re vehicles of impact. And that how we build is just as important as what we build.

We now see SwiftDrop not just as a product, but as a platform for doing good at scale — and that’s a purpose worth pursuing.

 

Week 8 marked a powerful shift in our startup journey — the moment SwiftDrop moved from an abstract idea into something tangible. After weeks of planning, theorising, and revising, we finally launched our first clickable prototype and released a survey to collect user feedback. Seeing people interact with a product we had built from scratch felt both thrilling and vulnerable. It was no longer about what we thought users would like — now we were finding out, for real.

The feedback phase quickly taught us how unpredictable real-world testing can be. Some users loved the idea: a local, eco-friendly delivery platform that prioritises fairness and sustainability struck a chord. But others struggled to navigate the interface, and a surprising number abandoned the survey halfway through. That stung a little. We’d assumed people would “get it” — that our vision would translate effortlessly into design. It didn’t. And that was the lesson.

At the same time, this week’s lecture couldn’t have been more relevant. We explored what makes a digital product usable and visible in an online space — how bounce rate, retention, and digital metrics like Cost Per Click and Return on Ad Spend can make or break a startup. The statistic that 88% of users don’t return after a bad online experience hit especially hard. It put our prototype’s early reception into context. If users are confused or unimpressed on first contact, there might not be a second chance.

This made me see SwiftDrop with fresh eyes. A strong idea is just the starting line — what really matters is the execution, especially in digital form. Our prototype lacked some of the clarity and polish needed to keep users engaged, and our survey design didn’t help either. Still, this wasn’t failure. It was our first honest look at the gap between vision and reality — and that gap is exactly where real innovation happens.

Looking ahead, I’m taking this feedback seriously. I plan to revise the survey to make it more concise and focused on the key moments of the user journey — especially how users perceive trust, ease of use, and the clarity of our features. I’ll also help improve our prototype, refining the flow and adding more intuitive visual feedback, particularly around tasks like booking and tracking. On top of that, our team will begin sketching a basic digital presence strategy, including a simple landing page and mock analytics setup, to better understand how visibility, usability, and retention work together in a real-world digital environment.

This week taught me something fundamental: it’s not enough to have a great idea — people need to be able to experience it clearly, confidently, and without friction. Usability isn’t an add-on; it’s the product. And real validation doesn’t come from theory, but from watching users interact, hesitate, get confused — and ideally, come back. Week 8 wasn’t perfect, but it was exactly what we needed.

 

In Week 9, our team delivered the second formal seminar presentation for SwiftDrop, where we updated our tutor and peers on progress from prototype testing, slot tracking, and our early growth strategy. I was present for the seminar, and although there was some initial anxiety about presenting, it felt validating to see our hard work come together. However, the feedback highlighted key areas that needed refinement, particularly in our growth projections, unit economics, and overall business focus. The seminar made me realize that while we had an exciting idea, we also needed to ensure our financial assumptions were realistic and evidence-based. This was reinforced by the lecture on startup funding stages, cash flow management, and financial modelling. The concept of avoiding the “valley of death,” where startups burn through cash faster than they can generate revenue, made it clear how critical financial discipline is for sustaining a startup. Reflecting on this, I understood that even the best business ideas could falter without a solid financial foundation. The feedback from the seminar also showed that our unit pricing lacked justification and our growth projections were too optimistic, which exposed a gap in our financial planning. In the lecture, I learned about market sizing approaches, including the top-down method, which helped refine our target of 4,000 users. Additionally, the breakdown of cash flow planning and startup valuation methods like revenue multiples and Discounted Cash Flow (DCF) helped me understand how financial projections are not just numbers, but a story that shows a business’s potential, supported by data that must withstand scrutiny. This week underscored the importance of realism and precision in business planning, making it clear that while a great idea is essential, having a well-grounded financial model is what allows a startup to survive and grow. Moving forward, I plan to focus on reassessing our financial model, refining pricing structures, and aligning our growth strategy with more realistic assumptions. I will also help revise our valuation approach to reflect market insights and ensure that our MVP aligns with both our monetization strategy and scalability plans. Week 9 marked a crucial step in turning SwiftDrop from a creative idea into a startup that can attract funding and scale sustainably.

 

 

As SwiftDrop entered its final development stages, our team transitioned from ideation and testing to fine-tuning the key elements that would bring our project to life—user experience, financial modeling, and proposal delivery. After gathering feedback from our prototype testing, we dove into refining our user interface and app flow, focusing on making the experience as intuitive as possible. This wasn’t just about making it look good; the survey data we gathered made it clear that poor usability was one of the top reasons users abandoned apps. This direct feedback led to actionable changes that improved how users would interact with SwiftDrop. Alongside these UX updates, we also began to work on one of the most critical components of our project: our financial model. Creating this model felt like navigating a complex maze, but it was a necessary step to prove SwiftDrop’s feasibility. We projected our capital needs, researched different funding options—grants, loans, and equity—and used the data from our user feedback to forecast sales growth, adjusting for price sensitivity and cost components. The lectures provided crucial tools that gave structure to our planning, from cash flow statements to income projections, and advanced valuation methods like discounted cash flow (DCF) and revenue multiples. While I had some familiarity with financial modeling, this was the first time I truly understood how market sizing, especially through the top-down method, helped validate our assumptions, such as our target of 4,000 users.

As we moved forward, the workload was split among the team to maximize efficiency and ensure accuracy. I took on the responsibility for finance and ethics, which I believe form the backbone of a credible startup. In doing so, I began to see just how essential it was to tie our financial assumptions to real market evidence. At the same time, ethical considerations like GDPR compliance and fair employment practices were becoming increasingly crucial, not only from a legal standpoint but also because they shaped the brand identity and investor appeal of SwiftDrop. Despite some stressful moments, the support and collaboration within the team helped us resolve delays and refine the final proposal. We played to each other’s strengths, and through this, I realized how important it was to merge ethics, funding strategy, and business operations into a single, cohesive narrative that investors could easily understand and trust.

As we neared the final submission, our focus shifted from writing the proposal to preparing the presentation slides. This was an important transition, as it emphasized the need for visual storytelling and a consistent, unified communication approach. Preparing the pitch materials revealed some gaps in our written content, but it also helped highlight how critical consistency in tone, structure, and delivery was to presenting a polished startup proposition. The process also tested my ability to manage public speaking anxiety, but I felt more confident knowing that we had a solid, well-rehearsed plan and clear delegation among the team. I worked closely with teammates, providing feedback on their visuals and presentation scripts to ensure we were all aligned in how we communicated SwiftDrop’s potential. These final stages brought everything together: the product development, financial strategy, ethical grounding, and user validation were all synthesized into a pitch that was investor-ready. Looking back, this period felt like the turning point where our strategic thinking, attention to detail, and teamwork allowed us to shape a compelling startup proposition that was more than just a set of ideas—it was a comprehensive, credible business.

 

Future Learnings and Recommendations for My Startup Journey

Embarking on a startup journey is an exhilarating, challenging, and ultimately rewarding experience. Looking back at my journey through the digital startup module, I’ve gained insights that will guide me in my entrepreneurial future. As I continue to develop my startup and refine my skills, there are several key areas for growth that I’ll focus on, as well as valuable recommendations for anyone starting out on their own entrepreneurial path.

1. Embrace the Power of Iteration

One of the most profound lessons I’ve learned is the importance of iteration. The process of continuously evolving your product based on real-world feedback is crucial for success. Startups are dynamic, and what works at one stage may need refinement or even a complete overhaul later on. From our MVP testing to feedback from peers and tutors, I’ve seen how essential it is to be open to making changes, no matter how attached you feel to your initial ideas. Iterating frequently helps to ensure that the product you’re building actually resonates with users and meets market demands.

Recommendation: Don’t fall in love with your first idea or version. Test it, measure it, and adapt it as you go. Always listen to your users and stakeholders, and be willing to pivot if necessary.

2. Focus on Customer-Centricity

Building a business isn’t about what you think is cool or what you’d like to build—it’s about what your customers need and how your solution addresses their pain points. Throughout the module, I realized that understanding and empathizing with your customers is the key to long-term success. Testing assumptions with customer discovery and gathering honest, sometimes tough feedback was eye-opening. The lessons learned here will directly influence the direction of my startup and ensure we prioritize the user experience above all else.

Recommendation: Always maintain a customer-centric mindset. Continuously ask yourself: “How does this benefit my target user?” Involve real customers in the development process as early as possible and ensure that feedback loops remain open.

3. Develop Financial Fluency Early On

Another aspect I underestimated was the importance of financial modeling. Building a business plan isn’t just about great ideas and enthusiasm; it’s about understanding the numbers behind your concept. Learning to forecast revenues, manage cash flow, and work with financial statements is crucial. If you can’t speak the language of money, even the best ideas will struggle to find investors or succeed in the long run. I now realize how essential it is to master the fundamentals of unit economics, growth projections, and funding strategies to avoid the common pitfall of the “valley of death”—where startups burn cash faster than they can generate revenue.

Recommendation: Invest time early on to understand your startup's financials. Work on building realistic financial models, and if you lack expertise, seek help from financial mentors or professionals.

4. Collaborate and Build a Diverse Team

A startup is rarely a solo endeavor. The experience of collaborating with my team made me appreciate how essential it is to surround yourself with diverse thinkers who bring different strengths and perspectives to the table. It’s easy to underestimate how team dynamics will affect your progress. A balanced team that communicates well and divides tasks based on strengths is much more likely to succeed than a group of people with overlapping skills and unclear responsibilities.

Recommendation: Find people whose strengths complement yours, and don’t shy away from differing opinions. Building a great team is one of the most valuable investments you’ll make in your startup.

5. Leverage Data for Growth

In today’s digital world, data is king. Whether it’s user analytics, market data, or financial metrics, knowing how to collect, interpret, and act on data is key to scaling a startup. Tools like Google Analytics, Cost Per Click (CPC), and Customer Acquisition Costs (CAC) have already proven invaluable in shaping our decisions. As I continue on my entrepreneurial journey, I plan to refine my ability to analyze data to track growth, optimize marketing efforts, and measure the effectiveness of various strategies.

Recommendation: Make data an integral part of your decision-making process from the beginning. Regularly track and analyze your metrics to inform your strategy and ensure you’re staying on course.

6. Handle Uncertainty and Setbacks with Resilience

Starting a business is not a straight line—there will be moments of uncertainty, failure, and self-doubt. It’s easy to get disheartened when things don’t go according to plan. However, I’ve learned that resilience is perhaps the most important trait an entrepreneur can have. Each setback is a learning opportunity, and staying committed to the long-term vision will ultimately lead to growth. I learned to embrace uncertainty and treat it as part of the journey rather than something to fear.

Recommendation: Don’t let failure stop you. Embrace setbacks as learning moments and keep moving forward. Resilience and persistence are often the deciding factors between success and giving up.

7. Stay Open to Mentorship and Networking

Entrepreneurship is a journey best navigated with guidance. Over the course of the module, I realized how valuable mentorship can be. From tutor feedback to discussions with industry professionals, the advice I received shaped my thinking in ways I hadn’t anticipated. Whether it’s learning about legal structures, market entry strategies, or product development, seeking out mentors and building a network is essential.

Recommendation: Seek out mentors who have experience in your field. Attend networking events, reach out to people who inspire you, and be open to learning from others’ successes and mistakes.

8. Be Ready to Adapt Your Plan

In the world of startups, no plan is set in stone. The market, user needs, and the competitive landscape will change, and flexibility is a key trait of successful entrepreneurs. The best ideas often evolve, and if you’re not willing to adapt, your business will struggle. It’s critical to remain nimble, iterate your product, and stay open to changing direction when necessary.

Recommendation: Regularly revisit your business plan and strategy. Be ready to pivot or tweak your approach when faced with new information or challenges.

Final Thoughts: Entrepreneurship Is a Mindset

Ultimately, entrepreneurship is not just about building businesses; it’s about developing a mindset. A mindset that embraces learning, adapts to change, and stays focused on solving real problems. I’ve realized that success in this field isn’t about having the perfect idea or plan—it’s about the ability to adapt, learn, and iterate constantly. As I look ahead, I’m excited to continue applying these lessons, developing my skills, and building on the foundation laid during this course.

For anyone considering starting their own venture, I would say: take the leap, but be prepared for the journey ahead. It’s filled with highs, lows, and everything in between, but every step is a step towards learning, growth, and making a meaningful impact in the world.