BIG IDEAS. SMALL FIRST STEPS.
For the idea you can’t let go of.
Daddy helps you shape, test and develop your business idea with our unique method, The Quiet Test. You get fresh perspectives and a concrete next step.
“Tell me. We’ll start where you are.”
FROM IDEA TO NEXT MOVE
See how an ambitious idea becomes a concrete next move. Choose a story; open the rooms if you want the detail.
FICTIONAL STORIES · Invented businesses, sources, participants and outcomes. No customer results.
A platform connecting field teams, their customers and maintenance records. Three revenue streams, long sales cycles and a costly onboarding bottleneck.
A marketplace matching property managers with local maintenance firms. Commission and supplier subscriptions must support matching, quality control and reliable local capacity.
Professional cargo equipment sold or rented to local businesses, with recurring maintenance. Stock, rental capital and workshop capacity must work together.
Fieldwork OS · B2B software · ROOM 1 / 7
The founder wants one system for every field-service company. Daddy separates the buyer (operations manager) from the user (technician). The first assumption: dispatch problems are costly enough for the buyer to fund a change.
Output: buyer, user and willingness to pay are separate assumptions.
Fieldwork OS · B2B software · ROOM 2 / 7
The room compares a full ERP replacement, a dispatch layer and a customer portal. A technician perspective challenges yet another app; a finance perspective exposes migration costs. They choose a dispatch layer that can run alongside the existing system.
Output: one narrow concept; integration access remains uncertain.
Fieldwork OS · B2B software · ROOM 3 / 7
The founder orders a comparison of three vendors’ public integration and pricing pages, completed manually and imported with URLs, excerpts and access dates. The report finds differences in available interfaces. It cannot establish that customers will pay.
Output: a sourced research brief and an explicit gap in customer observations. These sources are fictional in this story.
Fieldwork OS · B2B software · ROOM 4 / 7
The studio separates an operations-manager persona from a technician persona and plans direct outreach through industry contacts. Subscription, setup and reporting are three streams. A weaker-demand scenario exposes the need to cover acquisition and onboarding before expanding.
Output: editable assumptions. In the model below, 3% monthly account churn is assumed, not measured retention.
Fieldwork OS · B2B software · ROOM 5 / 7
The board proposes a concierge pilot using a shared schedule and manual data import. Before recruitment, the founder locks: five eligible operations managers, a 14-day window, at least two paid pilot commitments and at most four onboarding hours per pilot. No complete platform is built.
Output: a small delivery test with two predeclared criteria.
Fieldwork OS · B2B software · ROOM 6 / 7
Fictional outcome: five managers receive the same offer; two pay. Each pilot takes nine onboarding hours. The payment criterion passes (2/5); the delivery criterion fails (9 > 4 hours). Neither pilot supplies renewal observations after only 14 days.
Output: booked fictional observations in the story, not proof of scalable SaaS economics or real app records.
Fieldwork OS · B2B software · ROOM 7 / 7
The board recommends one integration and one customer group. The founder chooses a new iteration: test a paid onboarding package before adding reporting. Second Mind keeps the original criteria, research brief, five offer outcomes and both time logs so the failed delivery target is not rewritten.
Decision: narrow the offer. Retention and repeatable acquisition remain untested.
CareLink · two-sided marketplace · ROOM 1 / 7
The idea is a nationwide marketplace for every maintenance task. Daddy asks which side has the urgent problem and why a supplier would reserve time. The founder focuses on property managers with small, recurring jobs in one district.
Output: two customer groups and a local supply constraint.
CareLink · two-sided marketplace · ROOM 2 / 7
The room compares instant bidding, a managed booking service and a supplier directory. The supplier perspective rejects unpaid bidding; the buyer wants arrival certainty. They choose manual matching with a clear response window.
Output: a matching service, with availability more critical than traffic.
CareLink · two-sided marketplace · ROOM 3 / 7
An explicitly selected own agent receives a research order via MCP: inspect public supplier terms and published service areas, returning dated sources. The founder reviews the imported report. Listed coverage is treated as a statement to check, not available capacity.
Output: a fictional source map and unknown live availability; the app has not crawled the web.
CareLink · two-sided marketplace · ROOM 4 / 7
The studio maps buyer and supplier personas separately. Direct calls recruit supply; property-manager associations are the planned demand channel. Commission and subscriptions stay separate, and gross job value is never presented as platform revenue.
Output: a capacity-limited model. Its 70% matching rate is a fictional scenario assumption.
CareLink · two-sided marketplace · ROOM 5 / 7
Before launch, the board and founder lock a two-week manual test: the first 20 eligible requests in one district, at least 12 completed jobs within 48 hours, with all requests retained in the denominator. Four suppliers agree to receive requests; no software marketplace is needed.
Output: completion and timing are measured; page visits are not the deciding metric.
CareLink · two-sided marketplace · ROOM 6 / 7
Fictional outcome: 20 requests, 14 accepted, 9 completed within 48 hours. Three more complete late; two accepted jobs are cancelled. The criterion fails: 9/20 = 45%, below 12/20 = 60%. Acceptance (14/20) must not be called on-time fulfilment.
Output: the local supply bottleneck is visible; more advertising would not fix it.
CareLink · two-sided marketplace · ROOM 7 / 7
The founder follows the board’s recommendation to reserve supplier slots and narrow the job category before increasing demand. A new iteration will test a longer, explicit service window. Second Mind keeps all 20 request outcomes, cancellations, timestamps, source dates and the original failed pass mark.
Decision: repair supply reliability. Supplier subscription willingness remains unknown.
CycleWorks · equipment + service · ROOM 1 / 7
The founder wants to sell, rent and service equipment for every local business. Daddy separates three decisions: buy versus rent, required uptime and willingness to pay for service. One delivery-business customer group becomes the starting point.
Output: purchase, rental and maintenance assumptions are kept separate.
CycleWorks · equipment + service · ROOM 2 / 7
The room compares owned stock, supplier consignment and a service-first offer. An operations perspective highlights repairs; finance challenges buying a rental fleet before demand is known. They choose a small rental pilot using borrowed demonstration units.
Output: access to pilot equipment before a large capital commitment.
CycleWorks · equipment + service · ROOM 3 / 7
The founder manually checks supplier quotations, warranty conditions and spare-part lead times and imports dated excerpts as research. Published service intervals are planning inputs. Actual downtime and labour cost still need observations from a pilot.
Output: fictional sourced cost assumptions, plus an explicit unanswered question about reliable delivery.
CycleWorks · equipment + service · ROOM 4 / 7
The studio connects a fleet-manager persona, direct outreach and three revenue streams. Rental utilisation is a scenario, not a sales forecast. Twenty rental units at 12,000 kr tie up 240,000 kr before operation; this investment is separate from the monthly calculation below.
Output: working-capital and workshop questions beside the revenue model.
CycleWorks · equipment + service · ROOM 5 / 7
Before the four-week trial, the founder locks: ten eligible businesses receive the same rental offer; at least four pay for a trial; each rented unit must remain usable on at least 90% of its 20 scheduled workdays. Faults count as unavailable days.
Output: payment and operational reliability are separate pass criteria.
CycleWorks · equipment + service · ROOM 6 / 7
Fictional outcome: four of ten businesses pay. Three units are usable for 20/20 workdays; one for 16/20. Total availability is 76/80 = 95%, but the failed unit reaches only 80%. The per-unit 90% rule fails despite the reassuring aggregate.
Output: demand signal, failed reliability criterion and no observations yet for annual service renewals.
CycleWorks · equipment + service · ROOM 7 / 7
The board recommends a spare unit and a smaller service radius before buying stock. The founder pauses fleet expansion and chooses a repair-and-replacement trial. Second Mind retains the four payment records, per-unit daily logs, warranty excerpts and the original per-unit pass mark.
Decision: test service capacity before committing the 240,000 kr rental investment.
Fictional monthly assumptions: 20 add-ons × 250 kr; 4 setups × 5,000 kr. Cost: 150 kr/account, 2,000 kr/setup, 4 acquisitions × 3,000 kr CAC and 40,000 kr fixed. Payback = CAC / (subscription price − 150), excluding add-ons and setup. Assumed 3% churn is not a retention measurement.
Fictional monthly assumptions: completed jobs = min(70% of requests, 20 slots × suppliers). Job price 800 kr; platform commission 15%; each supplier pays 300 kr. Cost 30 kr/completed job + 10,000 kr acquisition + 30,000 kr fixed. Job value is not platform revenue. The story’s small trial does not validate this assumed matching rate.
Fictional monthly assumptions: sales 18,000 kr/unit, purchasing 11,000 kr/unit, stock limit 20. Rental fleet 20 units; rent 1,500 kr and operating cost 350 kr per occupied unit. 40 service contracts × 400 kr, cost 160 kr each; workshop limit 50 contracts; fixed cost 60,000 kr. Fleet investment 240,000 kr is excluded, as are depreciation and financing.
YOU DON’T HAVE TO THINK ALONE.
Daddy brings the right questions into the conversation. These are AI roles that help you think; the decisions stay yours.
The brainstorming room
Let different perspectives challenge and develop your idea. Leave with new possibilities and a question you want to investigate.
Your board
Turn a big ambition into a small first version, a practical work list and a test. Return with what you learned.
What you learned comes with you. Keep going, adjust the plan or let the idea rest. You choose.
A promising payment signal can still lead to a smaller offer when delivery takes too much work. Keep the original result and test the revised offer.
FROM NUMBERS TO A NEXT MOVE.
Explore the economics, your customers and how delivery works. Keep scenarios in the idea’s memory, then test the part that matters.
01 · Explore
Price, cash, capacity and repeat use. Models make the unanswered question easier to spot.
02 · Connect
Link revenue streams, personas and campaign plans. Import aggregate analytics with its source and period.
03 · Learn
Choose a method and pass mark before the result. Use a conversation, delivery trial or a hosted page when available on your account.
TRY THIS WITH YOUR OWN IDEA.
Choose a question. Write your answer and download it as a first step for your idea.
What could you try before you build the whole thing?
Ask how they last dealt with the problem.
Choose what would make you rethink the plan.
Questions
You decide. Daddy helps you see more clearly.
The first pilot group is free and by invitation. Apply with one idea you want to work on. There is no payment step.
No. A sentence about what you are considering is enough to apply. Start with one idea.
No. A first version can be a conversation, a simple page or something you deliver by hand. You or your own AI agent do the building.
They are AI characters and roles. They can help you explore and plan, but their suggestions are not customer results.
We read applications ourselves. If you are invited, we send sign-in instructions to the email address you provided. Applying does not create an account.
You do. Daddy never tells you whether your idea is good and never invents a number nobody observed. You talk to customers and choose what to do next.
BRING THE IDEA YOU KEEP COMING BACK TO.
The first pilot group is free and by invitation. Tell us what you want to explore. We review applications ourselves.
Give your idea something to stand on.
We store the email address, optional name and idea you submit to review your application and reply. If you leave the name blank, your email is used as the contact label. Applications and contact messages from people who are not invited are deleted after 30 days. Invited requests remain in the pilot administration. Contact the pilot team about your details.
The exercises on this page are not sent to us. Your text enters an application only when you choose to copy it there and submit the form.
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