We started jotting down some of the phrases and ideas that defined the nature of the product well. Right off the bat, we envisioned what the product would be and what it would never become. We tossed one idea around with another until we had to sketch it to continue brainstorming.

Once the ideas were all set up, we went on to validate them with people through simple low quality prototypes. In the process of searching for ways to validate the concept, we digitalized some of the prototypes to talk with real people who could represent well the user archetypes that we had defined.

The business concept was defined. The business model was clear. It was time to narrow down the functionalities and define what was necessary to do now and what we could do later. We used the MoSCoW technique to define the backlog and started a design in hi-fi to later begin the coding process.

The assumptions and the insights of the first phase take a different form when there is feedback from real people who are using the product. Basapp isn’t the exception to the rule, and it was necessary to listen and work hard based on the new valuable information that users were providing.

We began with a specific functionality to later offer more services and resolve known issues better. That was the path that Basapp was going through. Every passing month implied that the product had increased its benefits by adding a new service or had improved the way it solved a problem.

Which came first? The chicken or the egg? When we initially came up with the product, we asked ourselves if it was convenient to design a business oriented at private organizations or government entities. We decided to start with B2B while building the B2G product at the same time. We took user information and built a product which was designed for the security of the neighbors from various cities and provinces.