Changes

= How did the idea came up? =

<p style="text-align: justify;"><span style="color: rgb(0, 0, 0); font-family: Arial; font-size: 14.6667px; text-align: justify; white-space: pre-wrap;">The idea was born when the founder’s little sister received a tablet for christmas and he was astonished by the lack of educational games. Both of his parents are pedagogues and with their help they started thinking about how to solve this problem. The concept behind the idea was that kids need physical interaction to enable reflection about what they want to achieve.</span></p><p style="text-align: justify;"></p><p style="text-align: justify;"></p>

= Why is it different? =

<p style="text-align: justify;"><span style="color: rgb(0, 0, 0); font-family: Arial; font-size: 14.6667px; text-align: justify; white-space: pre-wrap;">Unlike other movements with educational purposes, they specifically focus in the context of Latin America. For example, in the US, 40% of the tables are iPads. However, this ratio barely reaches 1% in the context of Latin America. Having this focus, they’ve moved to Brazil to gain competitive advantages. In this pivoting opportunity they now face a much bigger target audience by working with organizations related to education which are in charge of school groups in India which involve about two million students. A reference in the US is Osmo, providing a new tool for class rather than just a purposeless game. This focus in the emerging markets has a huge potential due to the large number of countries with the need and the way they solve this problem.</span></p>

= Does it work? =

= What does the founder believe is the biggest problem? =

<p dir="ltr" style="line-height: 1.956; margin-top: 0pt; margin-bottom: 19pt; text-align: justify;"><span style="color: rgb(0, 0, 0);"><span id="docs-internal-guid-d3370208-e5ad-ae0f-fca0-5d4af07b1c34"><span style="font-size: 11pt; font-family: Arial; font-variant-numeric: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">The biggest problem in the process of launching a SUP in Perú is to get people who are capable enough to add value in a specific role for the company and at the same time are willing to accept low salaries and the financial risks of getting involved in this kind of projects. The people with the biggest potential have an easy way if they work for an old-fashioned company in terms of risk, which is low; and salaries, which are stable and high. Our culture isn’t ready to change value and learning for money. We live in a culture of immediacy in which most of the people want the money now and don’t make decisions with a long-term vision.</span></span></span></p><p dir="ltr" style="line-height: 1.956; margin-top: 0pt; margin-bottom: 19pt; text-align: justify;"><span style="color: rgb(0, 0, 0);"><span id="docs-internal-guid-d3370208-e5ad-ae0f-fca0-5d4af07b1c34"><span style="font-size: 11pt; font-family: Arial; font-variant-numeric: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">Progress is being shown to improve the culture of innovation and entrepreneurship in Perú. Investment has been increasing in the past few years, but society as a group lacks understanding the true expectations of SUPs. It’s hard to convince people to support a type of company that takes 4.1 times (thus 4.1x investment) to be successful.</span></span></span></p>

<span style="color: rgb(0, 0, 0); font-family: Arial; font-size: 14.6667px; text-align: justify; white-space: pre-wrap;">It’s key to maintain the team as small as possible. The founder has hired 15 people and fired 12 of those already. SUPs need to pivot all the time until finding the right path. Even though if you find it, hiring should be one of the last priorities prior to scaling up after validating an MVP. The bigger the team is the more difficult it is to pivot. People aren’t used to trash out work they’ve done for the past months and sometimes doing this is necessary.</span>