"How are you going to generate money with your idea? That is the underlying thought I ask myself throughout every design process.

My expertise lays within the creation and placement of new concepts. I do this by adjusting the concept to the market needs, designing a viable business model around a product/service and aligning it with the companies brand identity.


I am a entrepreneurial designer with the tools to find the need in the market and answer this need with an product or service. "

Once I defined the concept it is time to see how much eager the target group actually is to use the concept. So how are we going to find out? Right, I will validate it by doing experiments with low budget prototypes better known as Minimum Viable Products (MVP).


These experiments are based on the lean startup method (Ries, 2011) which prioritises an efficient and validated process to ensure a reliable outcome. So to transform the concept into a product your target group wants I will go through various iterations by repeating a Build, Measure, Learn cycle in which I can design  MVP's and the experimenting method.



Once I created a validated product/service for a company that is in line with the users need, it is time to see how we are going to generate money with this. With the Business model canvas (Osterwalder et al, 2011) and value proposition canvas  (Osterwalder et al, 2014) as my main tools I design a suitable business model for this product service that is in line with the companies strategy. For this I also want to validate which business model is the most succesfull which I will do by using various MVP's.

My name is David de Witt.

I am 22 years old

I live in Eindhoven

I am a Concept Realisator


Once we have the data that validates both our products succes as its business model it is time to convince the stakeholders that the concept needs to be realised. With the validated data we can make them an offer they simply can not refuse. In order to get an overview of all stakeholders I will make use of stakeholder mapping during the process and will see how to approach them.


The final part of my process is launching the product/service in the market accordingly. If all stakeholders are in agreement it is time to finally generate some money with the original idea. In this process I support the contact the stakeholders in various ways in order to see that everything goes as planned.





- Dorst, K. (2011). The core of ‘design thinking’and its application. Design studies, 32(6), 521-532.


- Cohen, P. R., & Levesque, H. J. (1991). Teamwork. Nous, 25(4), 487-512.


- Patel, N (2015) 90% Of Startups Fail: Here's What You Need To Know About The 10%, Retrieved on April 3 from: https://www.forbes.com/sites/neilpatel/2015/01/16/90-of-startups-will-fail-heres-what-you-need-to-know-about-the-10/#2ac415fa6679


- Ries, E. (2011). The lean startup: How today's entrepreneurs use continuous innovation to create radically successful businesses. Crown Business.


- Osterwalder, A., & Pigneur, Y. (2010). Business model canvas. Self published. Last.


- Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2014). Value proposition design: How to create products and services customers want. John Wiley & Sons.


Regarding current trends I notice that there are two opportunities within the market that I can position myself in. First of all I see that more and more designers are becoming entrepreneurs and create startups. However, the percentage of succesful startups is only around 10%. This is because most entrepreneurs are misreading the markets need and end up with products no one wants (Patel, 2015). I am also an entrepreneur and specialized in designing products/services that are validated for the need within the market. For this I use a method that combines the Lean startup method with a reflective design method.  This distinguishes me from Lean startup coaches and traditional product designers.  With these skills I can be a part of a startup team in order to be part of the succesfull 10%.


The second opportunity lays within larger companies. The trend I see there that they want to innovate in order to remain up to date. However due to the risks of innovation most companies are afraid of  investing in innovation. The methods I use on the other hand are created to get validated data on the users actual need while spending as little as possible. Therefore I can help large corporations with creating, testing and realizing innovative ideas to keep up to date with today’s market. For this I would like to work as a consultant rather than to be part of the company so I can help multiple companies.






Limit seeker

As a person I am often described as an optimistic and ambitious personality. I always strive to get better at what I do and I am eager to learn new things. I do not believe in "I can not..." therefore, when ever I find myself facing a barrier the stops me from reaching my goals I make sure that I find a way to destroy it. This is an important charateristic for me since it forces me to find creative solutions that have often helped me during my design processes.


Pragmatic Thinker

In my process I am used to apply Design thinking in combination with a pragmatic approach to come to efficient solutions. Since design thinking should be implemented in the business world as well (Dorst, 2011), it is my adventage that I can help to guide people to work more iterative and step out of the old way of working. Furthermore I am critical when it comes to new ideas though I am always open for radical inputs.

The perfect team player

I am a real team player. For the biggest part of my life I have been playing handball in a team which taught me how to cooperate to work for a commen goal. Also during my study I have been working in various team in which I could fill a leading role as well as an more passive role. My strenght within team work is my ability to make compromises in a way that is efficient and fruitfull for the entire team. For this I use my communicative skills since communication is the key when it comes to joint actions (Cohen et all, 1991).



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