Every startup begins with an idea. But turning that idea into a sustainable business requires more than passion—it demands structure, discipline, and the right guidance.
For Delilah Chan, founder of Dwell Collective, the challenge was not identifying a problem worth solving. She had already developed a strong conviction around helping brick-and-mortar businesses transform everyday customer footfall into measurable engagement, referrals, and repeat visits. The next step was understanding how to build a business capable of bringing that vision to life.
That led her to the SkillsFuture Career Transition Programme (SCTP) Startup Founder Programme at NUS Business School Executive Education.
"When I joined the programme, I was moving from an idea on paper to an actual business plan that required product design, financial planning, fundraising, and market validation," Delilah shares. "I knew I needed practical guidance to navigate those decisions."
Rather than simply validating her idea, the programme challenged her to think more strategically about every aspect of her venture—from customer acquisition and pricing models to fundraising readiness and product development.
"The programme helped me move beyond thinking about Dwell Collective as a product idea and start thinking about it as a business."
As she refined her startup, Delilah was faced with complex decisions: determining the right minimum viable product (MVP), identifying the right investors, motivating both venues and consumers to adopt the platform, reducing onboarding friction, and building trust into a multi-sided business model.
"The programme reinforced that startups are not built by adding more features. They are built by understanding the core problem, testing assumptions, and being disciplined about what matters most at each stage."
These insights proved especially valuable as Dwell Collective evolved into a platform designed to create value for multiple stakeholders simultaneously—consumers, business owners, and the company itself.
One aspect of the programme that exceeded Delilah's expectations was the quality of the faculty.
"What surprised me most was the calibre of every single professor."
She describes the learning experience as practical, relevant, and immediately applicable to the challenges founders face every day.
"The teaching wasn't theoretical or distant. Every session was grounded in real business situations and gave me frameworks that I could immediately apply to decisions around market positioning, customer adoption, business model design, and go-to-market strategy."
Beyond the classroom, several faculty members continued to provide practical guidance and introductions that helped her expand her professional network—support that extended well beyond the duration of the programme.
Looking back, Delilah believes the programme is particularly valuable for aspiring entrepreneurs who have identified a meaningful problem but need a structured approach to turning their ideas into viable businesses.
"It is also especially useful for people coming from corporate or functional backgrounds who are learning how different it is to build something from scratch."
Her advice to prospective participants is simple:
"Come prepared to challenge your own assumptions. The real value isn't just learning the frameworks—it's applying them honestly to your own idea. The programme helps you become clearer about what you're building, who you're building it for, and whether your business has a genuine path forward."
Today, as Dwell Collective continues its startup journey, Delilah carries forward not only a stronger business model but also a clearer decision-making framework—one that helps her navigate the uncertainties of entrepreneurship with greater confidence and focus.
