An NDIS funded social enterprise

The question

An NDIS-linked SaaS product was losing revenue after government pricing and eligibility reforms. The team’s instinct was to build more features on top of the existing product architecture. Would that fix the problem?

What we did

We researched the market and six stakeholder groups: clinicians and educators, managers and administrators, academic bodies, participants, families and mentors. From this we built a jobs-to-be-done model, then mapped six proposed product solutions to explicit hypotheses ranked by risk.

What we found

The platform didn’t have a features gap. It had a business model validation gap. Its revenue target rested on one untested assumption.

What changed

The work became a product and business model reset. That identified earned-revenue objectives independent of grants and a commercial model linking government and philanthropic funding, B2B subscriptions and content licensing. Validation of the riskiest assumption was sequenced first, before any further build investment.