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Launch pilot school

Client Case Study
As on August 2026
  • — Launchpilotschool.com
  • · SINGAPORE
A school with no shape, and no price on it
LaunchPilot had an idea for a business school and no roadmap for turning it into one. Six months later it had programmes, pricing, a curriculum and a sales funnel — running across three countries at ₹10 lakhs a month.

₹10L

monthly revenue, from zero

3

markets opened: Singapore, Dubai, India

6

months of engagement

1

venture live, admitting every month

The proposition the strategy was built around — and, in the photographs, the thing that makes it hard to price: the campus is wherever the cohort is.
  • — 01
  • - Founder Perspective

In the founder’s words.

Sarvesh Tusnial
Founder, Launchpilot
Sarvesh Tusnial is the founder of LaunchPilot, the Singapore-based venture building what it calls the world’s first AI-native business school — personalised degrees taught through global mentors, real-world projects and travel between campuses. He brought it to First500days at ideation, with a conviction about how business education should work and no roadmap for running it as a business.
Connect on LinkedIn
I knew what the school should feel like. I could not tell you what we sold, what it cost, or who I was selling it to first. First500days turned that into something operable — the programmes, the pricing, the curriculum, and a sales funnel that actually converts. We went from no revenue to ten lakhs a month, across Singapore, Dubai and India, with admissions coming in every month.
—  Sarvesh Tusnial · Founder, LaunchPilot
  • — 02 -
  • Executive Summary
A conviction about education, and no commercial shape.
LaunchPilot describes itself as the world’s first AI-native business school — personalised degrees delivered through global mentors, real-world projects and immersive, travel-based learning across campuses in several countries. It is an unusually ambitious thing to have at ideation stage, and an unusually difficult one to price. When First500days was engaged there was no clear roadmap: no defined programmes, no pricing, no curriculum on paper and no funnel to sell through. This was a strategy engagement over six months. First500days defined the programmes, the pricing, the go-to-market and the sales strategy; put a clear curriculum behind them; and built the sales funnel that turns interest into an admission. The venture then scaled internationally — Singapore, Dubai and India — and went from no revenue to ₹10 lakhs a month, with consistent admissions every month. LaunchPilot is live.
  • At a glance
Client
Launchpilotschool.com
Sector
Earning-based social media
Location
New Delhi, India
Stage at start
Ideation
Engagement
Strategy · Legal · Product · Team · GTM
Duration
12 months, ongoing
Live — growth & fundraising
  • — 03 -
  • The Venture
The hardest thing to sell is a category that does not exist yet.
A conventional business school is easy to price because everyone already knows what it is. The name is known, the format is known, the qualification means something specific to an employer, and the fee sits inside a range the market has agreed on over decades. LaunchPilot is not that, deliberately. Its own line is that the world is your campus — cohorts that travel, mentors drawn from industry rather than faculty lists, projects done on real businesses, and an AI-native way of personalising the path through it. Every one of those choices is a reason a student might pick it over a traditional MBA, and every one of them is also a reason the buyer has no reference price in their head. That is the commercial problem underneath a beautiful idea. A new category has to define its own unit — what exactly is being bought, over what period, for what money — before anyone can be asked to buy it. Until that exists, a founder is having a fascinating conversation that never reaches a decision. And the model makes the definition harder rather than easier, because the cost structure moves. A cohort in Singapore, a workshop in Mumbai, mentors in six countries: the programme has to be specified tightly enough to price, while staying loose enough to be genuinely personalised. Getting that boundary right is most of what this engagement was. ONE PROGRAMME, THREE MARKETS
  • — 04 -
  • Where They Started
One line, and it was the commercial one.
The vision was not the gap. The gap was everything required to charge money for it.
  • — Missing entirely

Business

Idea stage; no defined model or plan

Legal entity

None

Product

None

Technology

No technical team or build capability

Team

None

Go-to-market

No marketing or acquisition plan

Users & creators

None

Revenue

None

An unusually clean starting line: no partial build to inherit, no team to work around, no prior strategy to unpick.

  • — 05 -
  • The Challenge & Our Response
Define the thing, price it, then sell it.
Three challenges that are really one question asked at three levels of detail.

01

Strategy

The challenge
No clear roadmap. A new category of education can be almost anything — a short course, a fellowship, a full degree, a membership — and each of those implies a different price, a different student and a different business.
What we did
We defined the programmes, the pricing, the go-to-market and the sales strategy — the four decisions that turn a proposition into something a person can buy.

02

Product — the curriculum

The challenge

The product of a school is what gets taught, in what order, to what standard. Without that written down, a personalised, travelling programme is an intention rather than an offer — impossible to deliver consistently and impossible to price.
What we did
We defined a clear curriculum — the structure underneath the personalisation, and the thing that makes the same programme deliverable in three countries.

03

Go-to-market

The challenge

No route to a student. An education decision is considered over weeks and taken with other people involved — it does not convert from a single advertisement, and it needs a path that survives a long deliberation.
What we did
We defined the go-to-market strategy and built the sales funnel — the path from first interest to a confirmed admission, running on rolling applications rather than a single intake date.
  • — 06 -
  • What We did
Four definitions, and then three countries.

Programmes

What is actually offered — the shape, the length and the boundaries of each thing a student can enrol in.

Pricing

The number. In a category with no reference price, this is a positioning decision as much as a financial one.

Curriculum

What gets taught and in what order — the structure that makes a personalised programme repeatable.

Sales funnel & GTM

How a prospective student arrives, what happens next, and what turns a considered decision into a confirmed seat.

Pricing is the one worth dwelling on. When a category is new there is nothing to undercut and nothing to match, so the number itself communicates what the thing is — set it low and a global, mentor-led programme reads as a short course; set it high and it has to be defensible in a conversation with someone weighing it against an MBA. That decision constrains everything downstream: who is worth marketing to, how long the sales cycle runs, and how much can be spent acquiring a student. The curriculum did a second job beyond teaching. A programme that travels between countries and personalises itself to each student has an obvious failure mode — every cohort becomes bespoke, quality drifts and nothing is repeatable. Writing the curriculum down is what allowed the same programme to be sold in Singapore, Dubai and India rather than three loosely related ones. And the funnel was built for the length of the decision, not the width of the audience. Education at this price is deliberated over weeks, usually with family or an employer in the conversation. Rolling applications rather than a single annual intake is part of that design: it means a decision that matures in March is not lost waiting for September.
  • — 07 -
  • Business Outcomes
Where the venture stands today.
monthly revenue, from zero
₹ 0 L
markets opened: Singapore, Dubai, India
0
months of engagement
0
venture live, admitting every month
0
LaunchPilot went from a proposition with no commercial shape to a school selling defined programmes at a set price in three countries, with admissions arriving every month rather than in occasional bursts. The student, mentor and country figures published on LaunchPilot’s own site are the client’s and are not claimed here. No cohort sizes, conversion rates or funding figures are claimed either. The verified outcomes of this engagement are the strategy, the curriculum, the funnel, the three markets and the ₹10 lakhs of monthly revenue, stated as of August 2025
  • — 08 -
  • Before → After
Six months of difference.
Area
Before
→
After
Business
₹0
Operating business
Product
Undefined
Live across four applications
Go to Market
None
Platform launched and in use
  • — 11 -
  • The Lesson
What this proves for anyone inventing a category.
LaunchPilot arrived with the most ambitious proposition in this portfolio and the same problem as the plainest one: nobody had yet decided what was being sold, or for how much.
  • 01
A new category has to price itself
When there is nothing to compare you to, the price is not a calculation — it is a statement about what you are. Founders inventing a category often defer that decision as commercial detail. It is the definition, and everything downstream waits on it.
  • 02
Personalisation needs a spine
The more a programme adapts to each student, the more it needs a written structure underneath. Without one, every cohort is rebuilt from scratch and nothing can be scaled, sold consistently or taught by anyone but the founder.
  • 03
Three markets, one product
Expanding into Singapore, Dubai and India was possible because there was one defined programme to expand, not three local versions of an idea. International scale is usually a consequence of definition, not a substitute for it.
A vision people admire and a product people buy are different objects. The work is turning the first into the second without losing what made it worth admiring. Every founder starts at zero — the first 500 days decide what you are standing on at the end of them.