The opportunity

The initial opportunity was to explore whether drone-enabled building maintenance could become a viable recurring B2B service.

I investigated the market, potential customer segments and the operational problem the service could address.

The opportunity was then structured into:

Target customer → Problem → Service → Value proposition → Revenue model → Validation

This created a path from an interesting market signal to a proposition that could actually be tested.

Discovery & problem framing

I explored potential B2B customer segments including organisations responsible for large or high-value buildings and facilities.

The key question was not simply:

"Can this service be delivered?"

It was:

"Is there a sufficiently valuable customer problem for this service to solve?"

That distinction shaped the next stage of the project.

Product & commercial decisions

One of the first positioning decisions was to avoid framing the proposition simply as "drone window cleaning."

Instead, I positioned the concept around technology-enabled aerial maintenance, with recurring B2B contracts as the initial commercial model.

I also introduced explicit constraints around claims and assumptions.

For example, unsupported claims about eliminating operational risk were deliberately excluded rather than used to make the proposition more attractive.

From hypothesis to validation asset

Instead of investing immediately in equipment, operations or a complete service infrastructure, I created a lightweight validation path.

The first validation asset included:

• target customer segments

• problem framing

• service proposition

• positioning

• recurring-contract model

• landing page

• lead-qualification logic

• call-to-action structure

The landing page was iterated through multiple versions as the proposition and information architecture were refined.

Validation status

Pre-launch / validation stage

No customers, leads or conversion results are being claimed.

The landing page has not yet provided real-world validation.

The next test is direct contact with potential customers to determine whether the problem, proposition and commercial model generate genuine interest.

What I would validate next

The next validation cycle would focus on questions such as:

Problem

• Is this a problem customers actively experience?

• How are they solving it today?

• What makes the current solution insufficient?

Value

• Is the proposed service valuable enough to pay for?

• Which customer segment has the strongest need?

Commercial model

• Is recurring maintenance the right purchasing model?

• What would trigger a customer to consider switching or adding a provider?

Delivery

• Can the proposed service be delivered safely and economically under real operating conditions?

These questions determine whether the concept deserves further investment.