Guidewheel: Finding Product-Market Fit on the Factory Floor

By Adam Markovitz, Monisha Perkash
2024 | Case No. E899 | Length 8 pgs.
Entrepreneurship

When Lauren Dunford cofounded the start-up that would become Guidewheel, she initially wanted to make an impact on energy sustainability in Kenya. But when her company’s power-monitoring technology struggled to find product-market fit in factories, Dunford and her team realized that their path forward might potentially lie in productivity—using technology to monitor the “electrical heartbeat” of factory equipment—rather than energy.

This case analyzes the unforeseen challenges that Dunford and Guidewheel faced while searching for product-market fit. It also provides insight into Guidewheel’s internal conversations on impact and profitability, as well as the balance that the company tried to find between those two goals. As a final note, it examines the ways in which Dunford and the Guidewheel team adapted rapidly to the COVID-19 crisis and the post-pandemic economic landscape.

Learning Objective

This case was written to help students think through several questions commonly faced by ecopreneurs, especially those working in emerging markets. Through Guidewheel’s story, students can examine the concept of “pivoting with purpose,” i.e., understanding how start-ups can refine product-market fit through iterative customer discovery while staying aligned with their core mission. In addition, the case helps students explore the balance of profit and impact in new ventures, examining how Guidewheel integrates sustainability goals with profitability, using win-win strategies to address customer needs and create competitive advantages.
This material is available for download by current Stanford GSB students, faculty, and staff only. For inquires, contact the Case Writing Office. Download

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