Food Donation MVP Design Sprint for Goodr Food Rescue

The impact

Validated MVP secured pilot funding. Product foundation delivered for a food rescue logistics platform that went on to expand into operational partnerships and scale its mission.

In one week, I helped Goodr go from vision to a testable prototype for its donation-logistics MVP. The sprint gave a founder-led team the structure to make fast decisions, align on what to build first, and walk out with something they could pitch to partners and funders.

The valuable output was what we decided not to build

Goodr's mission was clear: turn food waste into food justice by connecting surplus-food donors with recipient organizations. What they did not have was a product. No infrastructure, no roadmap, and a founder simultaneously running operations and trying to decide what to build first.

For a lean team, the scarce resource is not ideas, it is attention, and the most expensive mistake is building the wrong thing first. So the early sprint sessions were not about the prototype. They were about opportunity cost: of every workflow we could validate, which one was worth the only week we had, and what could we deliberately leave out. Founders struggle with that second question because saying no to a good idea feels like losing. I ran the stakeholder workshops specifically to surface what not to build, and that subtraction was worth as much as the prototype.

Then the prototype modeled real donation flows, with dispatch and tracking logic drawn from how Goodr's operations actually ran. It was not a theoretical UX exercise. It reflected the specific handoffs, timing constraints, and partner dynamics the team lived every day, which is what made it credible to funders and gave the developers a real foundation instead of a wireframe to throw away.

What this built

• A fundable product direction. The validated prototype gave Goodr concrete artifacts to pitch, not just a concept deck.
• A decision framework for a lean team. The sprint structure, and especially the "what not to build" workshops, gave the founder a repeatable way to think through future product decisions.
• Momentum that carried into operations. The clarity from the sprint translated into real partnerships and a scaling foundation that extended well beyond the engagement.