Discovery started with 10 interviews with both junior and senior figures. In these sessions, we gathered information about their experiences: work, motivations, and the methods they choose for learning and staying updated. We also inquired about how they utilized the resources already provided by the client. Finally, we introduced the new product, albeit not yet realized, to understand if they were interested in this service.

Based on all this data, we constructed the Market Opportunity Tree - a framework created by our Head of Growth, Mirko Maiorano - that allowed us to organize all the opportunities and information collected. Subsequently, we developed a Lean Canvas to describe the new business.

We started with the problems identified and the solutions useful for solving them, considering existing solutions and those created by competitors. We derived the Unique Value Proposition and detailed all other essential aspects to outline the contours of the new business. Finally, we defined which metrics to monitor to validate the identified business model.

At this point, we proceeded to draft a Roadmap that outlined the timelines, objectives, outcomes, and metrics to achieve.

The Validation of the product was then undertaken.

The 20tab team began with Business Model Assumptions, considering desirability, feasibility, viability, and sustainability. The Validation Briefing Board was compiled based on the previous Discovery work. Among these assumptions, we selected the riskiest ones and conducted a brainstorming session to devise experiments to validate the new product and mitigate these risks.

The brainstorming, after the generation phase, included a refinement of ideas, followed by voting and evaluation of pros and cons. A prioritization of experiments was then carried out, assessing the effort required to implement them and their impact.

The three winning ideas were presented and discussed with the Client, outlined comprehensively using the Experiment Canvas, allowing us to specify metrics, channels, risks, and success criteria for each experiment.

Having chosen the first experiment, we defined how to carry it out operationally: a webinar attended by people who already use other services from the same Client, in which we talked about professional upgrading, the critical problems faced by companies and professionals, and the new product useful for solving these problems. An agenda was created, actors were chosen, supporting materials were produced, and the entire post-event flow was established to gather feedback and assess participants' interest in the product.