Eureka Case 30 min Undergrad

Nine Risks, Three Sprints

You are Mateo, 33, founder-CEO of Atrévete Financiero — a Bogotá fintech extending working-capital lines to small Andean shops. €1.4M seed in the bank, runway 14 months, team of nine. Your board meets in nine weeks.

The situation

Atrévete underwrites a 7-day revolving line of USD 200–2,000 to small Andean retailers — neighbourhood pharmacies, hair salons, papelerías. Pricing is daily-flat. Decisions are model-driven on point-of-sale data pulled from the local card-acquirer Aval Pago. You have 340 active borrowers. Default sits at 4.1% — workable but anxious-making, because the cohorts are still young.

The pitch to the next board meeting is a Series A narrative: a clear path from 340 to 5,000 borrowers in 18 months. Your investors want to see that you have *de-risked the model*. Not "shown traction" — they have that. They want to see that you know which assumptions you are still betting on, and that you have tested the ones that matter most.

Your job in this case: review the nine open hypotheses your team has logged. Pick the three to test in the next three sprint cycles (three weeks each). Then commit to the testing posture for those nine weeks.

The decision

How do you run these nine weeks?

  • A · Test the three hardest (riskiest) assumptions
  • B · Test the three most likely to confirm
  • C · Three sprints, one ladder of assumptions

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