De la idea al negocio: claves para construir proyectos tech que sí escalan

Author: Valentine Lannebere, Venture Development Manager at TheCUBE

In an ecosystem where technological speed is advancing faster than ever, launching a digital product is becoming increasingly accessible. However, getting that product to generate real value, find its place in the market, and scale sustainably remains a complex challenge. Technology alone does not guarantee success.

From TheCUBE Madrid, AI-Native Venture Studio, they have supported the launch of ventures alongside large corporations, in addition to developing their own digital products such as X-plore and Zast. Their experience has allowed them to identify a clear pattern: the projects that evolve best are not necessarily the most sophisticated from a technical standpoint, but rather those that start from a clearer understanding of the problem they want to solve and the people they are addressing.

The starting point: building from a real problem

One of the questions our team at TheCUBE often raises when starting a new project is whether the solution exists because it responds to an unresolved problem or simply because it is now possible to build it. Although it may seem like a minor nuance, this difference shapes much of the product’s subsequent journey.

In many cases, the solutions that have the greatest difficulty consolidating are born from technology rather than from need. This is especially true in the current context of artificial intelligence, where it is common to find products that depend almost entirely on capabilities developed by third parties. When a value proposition relies solely on an external tool, its room for differentiation shrinks and its sustainability becomes more fragile.

That is why, based on our experience, we insist that AI can be a great growth lever, but only when it is integrated on top of a proprietary and relevant foundation: differentiated data, specific process knowledge, privileged access to a distribution channel, or a unique way of solving a specific need. Without that layer of value, it becomes much harder to build a solid competitive advantage.

The most useful innovation is not always the most eye-catching

One of our learnings at TheCUBE is that the most valuable opportunities do not always arise from apparently disruptive ideas. In many cases, they come from carefully observing existing processes and detecting frictions that have long gone unresolved in an adequate way.

This approach is reflected, for example, in Zast, one of the digital products we have developed. The solution does not stem from especially novel technology, but from a very specific need in commercial teams within the FMCG (Fast Moving Consumer Goods) sector: having information about points of sale that is clear, actionable, and useful for decision-making in the field. Faced with fragmented data that is difficult to use, Zast transforms that information into geolocated, practical commercial intelligence for day-to-day work.

These kinds of cases show that the value of a product does not depend solely on the technological complexity it incorporates, but on its ability to solve a real frustration in a simple, understandable, and applicable way. The more clearly defined the problem is, the easier it becomes to build something that users actually want to use.

Patterns that repeat in projects that do scale

Based on our work with startups, corporations, and innovation teams, at TheCUBE we identify several common behaviors in projects that manage to move forward more solidly.

• They validate their hypotheses as early as possible. Teams that make progress do not assume their intuitions are correct. They understand their approaches as hypotheses that must be tested with real users as soon as possible. This allows them to detect framing errors in early stages, when there is still room to correct course without taking on high costs.
• They keep the problem as the reference point, even if the solution changes. Scaling a project does not mean clinging rigidly to an initial idea. In many cases, it is necessary to adjust the proposal, reformulate features, or change direction. The key is not to lose sight of the original problem that the project seeks to solve. Pivoting with judgment means changing the response, not giving up on the need that gives the project meaning.
• They integrate AI into their operations, not just into their narrative. The more advanced teams working with TheCUBE do not use artificial intelligence only as a rhetorical element. They incorporate it into their daily work to accelerate research, automate repetitive tasks, analyze market signals, or improve decision-making. The difference between adopting AI as a useful tool and using it merely as a modernity argument is usually clear from the very first conversations.
• They design for a specific user. One of the most frequent mistakes in emerging projects is defining audiences that are too broad or abstract. Talking about “SMEs,” “consumers,” or “the sector” makes it harder to build precise solutions. By contrast, teams that manage to move forward work with a much more specific picture of the user: who they are, in what context they operate, what need they have, and what impact solving it would have.
• They learn in a visible and shared way. Another common characteristic of teams that scale is their ability to document what works and what does not. Sharing learnings, even when they come from mistakes, accelerates improvement cycles and helps create work cultures where experimentation has value. It is not only about moving forward, but about learning faster and with better judgment.

Training in AI through processes, not just through tools

TheCUBE’s approach to artificial intelligence training also starts from a clear premise: before talking about tools, it is necessary to understand how each team actually works. That is why our workshops with marketing, legal, finance, or operations teams begin by analyzing processes, identifying frictions, and reviewing what decisions are made in day-to-day work.

This approach differs from other training models more focused on showing applications or decontextualized demonstrations. From this perspective, the real value lies not only in knowing tools, but in developing the judgment to ask good questions and identify the point at which AI can generate a tangible improvement. This critical capacity can also be trained and become a strategic competence for teams.

Anticipating trends is also part of innovating

In addition to our work in venture building and training, TheCUBE promotes spaces for conversation aimed at exploring emerging technologies before they become central topics on the business agenda. Through initiatives such as Beyond X, it brings together executive profiles, investors, and founders to reflect on issues such as social commerce, agentic AI, or new distribution models.

Alongside these gatherings, TheCUBE organizes breakfasts in smaller formats, designed to facilitate open conversations among leaders from different sectors. In these spaces, less shaped by the structure of large events, analyses and perspectives often emerge that make it possible to identify opportunities in advance, before they become evident to the market.

The future of tech work: less focus on the tool, more judgment and storytelling ability

For TheCUBE, one of the major changes that will shape the coming years in the technological field has to do with the professional profiles that will bring the most value. In a context where access to tools will become increasingly widespread, the difference will not lie only in knowing how to use them, but in understanding which problem is worth solving and why it matters.

In this sense, they highlight two especially relevant capabilities. On the one hand, the judgment to connect technology with real business needs, even in uncertain environments. On the other, the ability to translate a vision into a clear, convincing, and mobilizing narrative for others. In other words, it will not only be important to build, but also to know how to explain the meaning of what is being built.

From this perspective, the tech projects with the greatest potential will be those led by people capable of combining vision, contextual awareness, and applied knowledge, or of surrounding themselves with complementary teams that bring those capabilities. Because, beyond any tool, curiosity, hands-on experience, and the willingness to question one’s own certainties remain decisive.