AKAkshayProblem → product → system

Case 03 / Founder experience

Skap & Daugh

The expensive part was not building it. It was learning what to build.

Co-Founder / CTOProduct · Technology · Customers · Operations

Founder stories are usually edited after the ending. This one keeps the part where the customer complicated the original idea.

The ownership

Very little stayed outside the job description.

Akshay’s scope spanned product, technology, architecture, engineering, design, customer conversations and startup operations.

That breadth is useful evidence of ownership. It is not presented as proof that the original product thesis was right.

Assumption audit

What I believed / what customers complicated.

What changed

Execution and validation became separate disciplines.

The experience changed how Akshay approaches product work: talk to the people living with the problem, distinguish interest from willingness to use or pay, and let evidence challenge the original model.

Being able to build something does not mean it should exist.
Read the complete product-learning sequence
  1. The beliefSkap began with a consumer-marketplace proposition in automotive technology. The team had a view of the customer problem and the product that should solve it.
  2. The responsibilityAs Co-Founder / CTO, Akshay worked across product, technology, architecture, engineering, design, customer conversations and startup operations.
  3. The conversationsDirect conversations with service centres surfaced interest beyond the original consumer proposition: some wanted a white-labelled product that could help their own business generate and manage bookings.
  4. What changedThe experience changed how Akshay approaches product work: talk to the people living with the problem, distinguish interest from willingness to use or pay, and let evidence challenge the original model.
  5. The outcomeSkap did not establish sustained commercial traction. The company chapter ended without the product becoming a continuing business, while a small number of professional relationships formed during the work have lasted beyond it.

What survived

Four rules with the glamour removed.

  1. 01A senior person’s confidence is not market evidence.
  2. 02Interest in the idea and willingness to adopt it are different signals.
  3. 03Direct customer language is often more useful than internal product vocabulary.
  4. 04Being able to build something does not mean it should exist.
The unedited ending

Akshay served as Co-Founder / CTO from 1 April 2022 to 28 March 2024. Skap did not establish sustained commercial traction, and the product did not become a continuing business. What lasted was the founder experience, a more disciplined approach to product validation and a few professional relationships formed along the way.