GoBUILD for goSTOPS

A seven-day residential build sprint proposed for the hostel off-season.

Result so far

Our team was selected among the top 10 to present. We developed a GoBUILD proposal and pilot plan; no paid pilot or operating result is claimed.

My contribution

I worked with my team on the offer, desk research and financial assumptions, using ChatGPT to help investigate the alternatives and challenge the model. Our team was selected among the top 10 to present the go-to-market strategy.

01 / The problem

Where it started.

The goSTOPS challenge asked us to create demand during July, August and September without relying on heavy discounts. Our team proposed hosting builder teams who could use that time to work on a project together.

The decision

Propose a seven-day stay for screened builder teams. Validate willingness to pay, then test a paid sprint at one property before trying three.

Narrowing the offer

We considered GoBUILD alongside GoFIT and GoJAM, as well as longer stays and team workations. The later strategy made a seven-day build sprint the primary consumer test. Fitness needed an event connection, while music worked better as an activation than the main commercial offer.

The research used public information and ChatGPT-assisted desk research. It helped us frame questions about calendars, travel and willingness to pay; it did not establish that customers had agreed to come.

What the financial model changed

One base portfolio model moved off-season revenue per available bed from an assumed ₹300 to about ₹318, against a peak-season input of ₹750–₹800. That made it harder to justify a large rollout on enthusiasm alone.

We separated programme bookings from genuinely additional demand and proposed testing one property before expanding. The inputs were unaudited, and the seven-day offer still needed its own paid-demand and unit-economics validation.

02 / The approach

How I worked through it.

01
Choose builder teams whose calendars could fit the off-season.
02
Design the seven-day stay around a focused build sprint.
03
Calculate bed nights and contribution, separating added demand from bookings the hostel might receive anyway.
04
Set conditions for a one-property pilot, then three-property replication.

03 / The evidence

What the work produced.

Competition outcome

Top 10 teamsSelected to present our go-to-market strategy.

Proposed offer

7-day sprintA residential build sprint for teams whose calendars fit the off-season.

Modelled Bed RevPAB

₹300 → ~₹318Revenue per available bed in the portfolio stress test. Baseline and model inputs were unaudited; this was not a realised uplift.

Proposed validation

Paid pilot firstCheck calendars, willingness to pay and contribution before expansion.

The linked deck contains the proposal and pilot plan. Financial figures are project assumptions, not audited operating results.

04 / Looking back

What I took away.

The model kept the proposal honest: even the base scenario left a large gap to peak-season revenue. The next decision would depend on paid demand and contribution, not how appealing the programme sounded in a deck.

A programme booking does not automatically count as additional demand.
Focusing on one offer made the financial assumptions and pilot requirements easier to check.

What I would measure next

Test participant calendars, willingness to pay and property suitability. Collect paid deposits before treating demand as established, then measure the additional bookings and contribution of a small pilot.

Scope & confidentiality

Public figures are presented as project assumptions or proposal logic, not as audited goSTOPS operating results.