The Research Process: How did we approach the problem space and validate this issue?

Our strategy to validate our problem was with a couple of research methods. As a co-founder and CDO, I oversaw the making of our interview structure, conducted a portion of the interviews and contributed to the creation and compiling of information of the survey forms.

At first we started out as a sustainable textile manufacturer, focused on up-cycling old textiles into new ones in order to combat the pollution caused by fast fashion. However as a result of our research we found that the problem lies more with consumer rather than the companies. Thus we pivoted to a website and browser extension that recommends sustainable fashion brands with similar products to what is offered by fast fashion companies as we look to divert consumer attention away from fast fashion brands and towards more sustainable options.

Constraints

Time was a significant factor, as we had only 3 weeks to take our product from ideation to execution, requiring us to work quickly and efficiently.
Size of the organization was another challenge. With just 5 team members, we had limited resources and had to rely heavily on cross-team collaboration, with each person handling multiple responsibilities.
Inexperience also played a role, as some team members were tackling their specific areas of focus for the first time. This led to a slower pace of development as they adapted and learned throughout the process.

Visualizing the customer and their experience

The next steps was to create a customer persona and create a user flow to generally visualize how our product would work, all while doing competitive analysis to see where our potential customers pain points and goals were.

In summary, we found that our customers fell under 3 characteristics,

We found that the 2 major pain points of our potential customers were experiencing,
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1. Aware of fast fashion’s environmental impact but haven’t switched due to its convenience and lack of options/resources.
2. Uninformed about fast fashions impact but willing to change and switch to a digital resource once educated.

On to the fun part!

After compiling all the insights from the research we decided the best direction to go in was to capitalize on consumer behaviour by creating a search engine based tool, centralizing all of the sustainable options into one feature.

Feedback from mentors highlighted the need for more depth, even for a lo-fi prototype. Specifically, users need a clearer understanding of the interface, particularly around alternative options provided by our product, including features like sizing, order completion, and other core functionalities ReClo would offer. User feedback indicated that additional detail is necessary to paint a fuller picture and better illustrate how the product works in practice. Further more the focus shifted more towards the amount of options we can give the user without them feeling overwhelmed.

How did we set ReClo apart visually?

Visual design played a crucial role in shaping our product, as it not only established a distinct identity that sets us apart from competitors but also reinforced our mission and the core values of sustainability and environmental impact. By carefully crafting the visual elements, we were able to create a cohesive design that communicates our brand’s commitment to reducing the harmful effects of fast fashion. This design not only enhances the user experience but also serves as a powerful tool to convey our message, helping to build trust and resonate with eco-conscious consumers who align with our values.

The Hifi Prototype

Creating the hi-fi prototype of our product, I emphasized the importance of user-centred design and the specific question of "how many options can I give the customer at one time and in how many ways?" as this was the key performance metric our team decided to focus on. Ways consumers could search items is through a simple "point and click" system, a search bar and a photo image upload search where items are displayed either in extension or redirected to a full website for more options.

Pitching and communicating to to investors and stakeholders

As a Co-founder, I played a key role in pitching our idea to investors and stakeholders. I crafted and delivered compelling presentations that highlighted our product’s value proposition, ensuring alignment with venture capitalists’ interests. In addition to creating well-designed pitch decks, I was responsible for presenting our idea to a board of VC investors, delivering a clear and strategically focused message.

Results

We saw the Start-Up Expo held at EIA as our chance to set ourselves apart from the rest. Expo feedback highlighted critical areas for improvement, particularly around cybersecurity. Investors raised concerns about how our pop-up extension, which recognizes users’ URLs, would ensure strong security measures. In response, we’ve prioritized implementing robust cybersecurity protocols, given the need to protect customer data.
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We also received advice to add an emotional appeal at the start of our pitch. By focusing on the environmental damage caused by fast fashion—such as pollution and microplastics—we can better connect with investors on a personal level, beyond just logic.
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Throughout this process, we refined our pitch to emphasize the most crucial aspects: problem, solution, market, and key features. Our team has made significant progress, pivoting multiple times to develop a clear problem statement and innovative solution. This approach not only garnered customer interest but also helped us define unique value propositions that differentiate us in the market.
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Ultimately, we developed a product that was nearly market-ready. While we generated interest from investors, we decided to step back and view this as a valuable learning experience, which will guide and shape our future ventures.

What I learned

Although I consider myself well-versed in the retail and fashion industry, with a strong focus on sustainability in my personal life and companies, I had never fully realized the extensive impact of fast fashion and the prevalence of greenwashing within the industry. Shifting from a textile-focused approach to a tech-centered product was an intriguing challenge, and I faced several obstacles along the way.
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One of the biggest lessons I learned was that prototyping independently can be extremely tedious. It requires constant feedback and iteration, which made me realize the importance of collaboration. While I’m familiar with creating brand assets, building an entire design system from scratch was a completely new challenge. This process taught me adaptability and the importance of reframing ideas. Pivoting between different concepts and working on such a large-scale project was unfamiliar territory, but it pushed me to grow.
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I also learned to approach broad problems from different angles, narrowing down issues to find solutions that are both viable and valuable in a competitive market. This project was a rollercoaster of highs and lows, testing my leadership, design skills, problem-solving, and research methods. Ultimately, the experience in Portugal helped me grow not just as a designer but also as a leader—skills I’m excited to carry forward into future endeavors.