In 2018, I set out to create KOPA, an e-commerce platform aimed at making designer-oriented furniture more accessible to a broader audience. With my background in architecture and a passion for design, I envisioned KOPA as more than just a retail site—it was to be a platform that combined aesthetics with cutting-edge technology to elevate the online shopping experience.

From Vision to Execution: Customer Discovery and BMC

The first step in bringing KOPA to life was to clearly define the product, its value proposition, and its target audience. I began by conducting a customer discovery session using the Customer Discovery Framework to identify the products we should explore and the specific market segments we should target. This process was complemented by several iterations of the Business Model Canvas (BMC), which helped map out KOPA’s key business components. Through these iterations, we refined our value propositions, identified our customer segments, and clarified potential revenue streams and cost structures. By the day of launch, we had meticulously gone through approximately 21 iterations of the BMC, ensuring that our strategy was robust and aligned with market needs.

Digital Product: Agile Methodologies in Action

KOPA's development required a flexible approach to accommodate the evolving needs of the business and our customers. I implemented Agile methodologies to manage the project, breaking down the development process into manageable sprints. This iterative approach allowed the team to quickly adapt to changes, continuously improve the product, and deliver features that added immediate value.

Physical Products: Innovation Through Design Thinking

Design was central to KOPA’s value proposition, and I harnessed the power of Design Thinking to ensure our products were not only functional but also aesthetically appealing. This human-centred approach involved empathising with users, identifying their needs, ideating solutions, prototyping designs, and rigorously testing them. We developed a process called "Democratising Design," where we actively engaged our user base to help decide which products to develop. This approach led to one of KOPA’s standout features: the Customisable Sofa Builder for the KUBE sofa. By prioritising user experience, we created a feature that distinguished KOPA from competitors and delivered significant value to our customers.

Lean Start-up Principles

I employed the Lean Start-up methodology, which emphasises validated learning, experimentation, and iterative product releases. We started by launching a Minimum Viable Product (MVP) to test the market and gather feedback. This approach allowed us to refine our offering quickly and effectively, based on real customer insights.

Leadership through D.A.C

Starting a company is no easy task. It demands a deep level of commitment and the ability to navigate the challenges that come with building something from the ground up. One crucial factor in the development of any business is its people. At the heart of KOPA’s journey was the simple yet powerful principle of D.A.C—Direction, Alignment, and Commitment.

This framework was instrumental in convincing and motivating talented individuals to join our vision, even when KOPA was just a concept. Alongside my business partner, we grew our team to 11 dedicated staff members at our peak. While a small team, this experience taught me invaluable leadership skills. One key lesson was that finding smart people isn’t the hard part—getting them to work together is where the real challenge lies.

Through D.A.C, I ensured that the business always had a clear direction, that our employees were aligned with this vision, and that my servant leadership supported them enough to remain committed to KOPA’s goals. This approach not only fostered a cohesive and motivated team but also laid the foundation for KOPA’s success.

What I learned

Leading KOPA taught me invaluable lessons beyond the business fundamentals. I learned that refining your focus can be more effective than being broad—understanding that your customers are at the heart of everything you do. I realised that arrogance gets you nowhere; having an open mind, the ability to assess, and the willingness to learn are critical. I discovered that when you spread yourself too thin by trying to do too many things at once, you risk achieving only mediocre results. Marketing, I found, is a fundamental aspect of any business. Direction, Alignment, and Commitment (D.A.C) proved essential in building a cohesive, successful team. Embracing a servant leadership style reinforced my belief that empowering and supporting a team fosters trust, loyalty, and sustained success. These experiences have shaped my leadership approach, emphasising adaptability, perseverance, and the importance of creating an environment where innovation and collaboration can thrive.