I severely underestimated just how unwilling people are to talk to you when there’s nothing in it for them. We initially reached out to 22 different organizations.
A week passed with no replies. Then two.
We got nervous and began checking news articles, gathering secondary research, considered putting out surveys and physically went to local events to connect with organizations.
By week three, we had pivoted to reaching out to specific individuals vs. waiting for an official meeting with organizations, which gave us more luck. I should have been reaching out to individuals to get us an “in” with organizations first, and in hindsight did things backwards which only stonewalled us and our progress.

Several times, items that I’d given a hard deadline on were not what I had asked/outlined. Then they got delayed; things would be partially completed when we needed them. I’d ask where support was needed, be told there wasn’t need for any. Only later for the whole team to then be dropping everything to provide support on delayed items; leading to it being reassigned so it’d get done. It was a cycle.
I knew my team was capable; how were we falling short?
This is where I really appreciated having Herman, he always made it clear when he was lost, if what I was laying out wasn’t making sense, or if it was something that he just couldn’t do.
That type of foresight to understand what it takes to bring the vision to life, who is best equipped to do it, and can follow through is something I wish I had enforced and looked out for.

I didn’t really stress how important having a final product was. I figured having to present at Wells Fargo was enough pressure, but in hindsight I really should have stressed more to make sure we were putting together something we were proud of and could convey what we were looking to accomplish.
When we actually came around to building prototypes, there was always the thought of “This isn’t going to be our final product, it’s ok if it’s not what I wanted” in the back of our heads, and unfortunately, it shows, leading our changes to be entirely guided by gut feeling and random suggestions from testers.
The best way I have heard the concept of what I would have wanted to implement is a “vertical slice.” To look at what’s been completed and Identify what fits into the vision and what’s currently hindering it as if it is a finished product instead of a progress report. It turns the prototype into the manifestation of the project, and the challenge to the goal.