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La primera vez que fui al Punta Tech fue en 2018. Nareia ya existía — la habíamos fundado en 2015 — pero éramos un grupo de ingenieros de la fing (https://www.fing.edu.uy) que sabíamos escribir código, cómo no crear productos y poco más. Estábamos incubados en Ingenio desde 2017, buscando ayuda en todo lo que nos faltaba: organizar una empresa, vender, pensar como negocio. Y la encontramos (algún día voy a escribir sobre la vivencia en Ingenio, porque esa etapa nos marcó de formas que todavía se sienten). No teníamos plata para la entrada del Punta Tech, pero Ingenio donó a algunos incubados y conseguí una.

Ocho años después, fuimos sponsors del Punta Tech y organizamos un side event oficial como previa. Las vueltas de la vida.

Por qué "pé nareia"?

El evento se llamó "Nareia warm-up: Outsourcing estratégico en Fintech". Warm-up porque fue literalmente unas horas antes del Punta Tech, la gente se fue de nuestro evento directo al principal. Y con el concepto "pé nareia", un juego de palabras con "pé na areia" (pies en la arena, en portugués), que además juega con nuestro nombre. Nos gusta hacer las cosas con los pies en la tierra (y mejor en la arena). Sin pedestales. Sin humo.

Hace tiempo que veníamos analizando cómo participar del Punta Tech de una forma que nos representara. No queríamos solo poner un logo en un banner. Queríamos generar algo de valor real, conversaciones que importaran. Así que armamos este encuentro a unos metros de la playa Montoya en La Barra, con unas 50 personas que realmente estuvieran en la trinchera del fintech.

El título hablaba de outsourcing estratégico, pero lo que también queríamos era discutir otra cosa: qué pasa cuando la relación entre un equipo de tecnología externo y su cliente deja de ser transaccional y se convierte en algo más. O mejor: cómo lograrlo?

El panel que nos debíamos hace años

Teníamos una cuenta pendiente con Redpagos y Midinero. Trabajamos juntos hace siete años con Miredpagos y ya varios con Midinero (la empresa que nació en Redpagos para revolucionar las finanzas digitales en Uruguay). Y en ese tiempo vivimos de todo: momentos de tensión, decisiones difíciles y aprendizajes que no están en ningún libro de product management.

Siempre quisimos contar esa historia. No desde un caso de estudio pulido, sino desde la honestidad de lo que realmente implica construir productos digitales juntos durante tanto tiempo. Los errores, las discusiones, los pivoteos a las seis de la tarde un viernes en los primeros días del mes...

Y así nace el panel de negocio que se llamó "De proveedor a partner: el desafío de construir juntos a largo plazo". Estuvimos Diego Mello de Redpagos, Fernando Acerenza de Midinero y yo. Moderó Lucila Bonilla, mi prima, que viene del mundo de la economía (fue asesora del Banco Central del Uruguay), y que hacía rato quería que se arrimara a la comunidad Nareia. Su mirada desde afuera del tech le dio al panel una perspectiva que no hubiéramos logrado solos.

Hablamos sin filtros. De lo que significa meterse de verdad en el negocio del cliente, no solo ejecutar tickets. De cómo se construye juntos, y hasta de los productos de Midinero y Miredpagos, dado su impacto en la vida cotidiana de millones de uruguayos.

Abriendo la cocina técnica

No queríamos que el evento fuera autorreferencial. Nareia hablando de lo lindo que es Nareia no le sirve a nadie (y un poco teníamos que hacerlo, era el hilo conductor). Así que armamos un segundo panel con CTOs y líderes técnicos de otras fintechs: Guillermo Dotta de AstroPay, Miguel Castro de Totalnet y Sebastián González de Inswitch. Johann, nuestro CTO, moderó.

El tema: "Arquitecturas y los retos técnicos de abrir la cocina". Qué pasa con la seguridad, la gobernanza de código, las arquitecturas híbridas cuando integrás equipos externos en operaciones críticas. Cosas que se discuten poco en público pero que todo el que trabaja en fintech vive todos los días.

Y acá surgió algo que no estaba en el plan: para conseguir speakers del segundo panel me arrimé a la CUF (la Cámara Uruguay Fintech), y terminé saliendo de ahí como partner de la cámara. Me vendieron la idea y la verdad es que me encantó. Conocí lo que están construyendo, es una comunidad que está creciendo con fuerza y sentimos que tenemos mucho para sumarle. Organizar este evento para su público objetivo fue la forma ideal de empezar. Y la idea es hacer más!

Networking de verdad

Dejamos espacio para networking (no tan largo como nos hubiera gustado, ojalá haya seguido en el main event), pero no el networking de intercambio superficial y "después te escribo". Sabíamos que si los paneles disparaban las conversaciones correctas, el networking de valor se daba solo. Y así fue.

Cuando el contenido es genuino, la gente lo aprovecha. Se acerca, pregunta, discute, comparte. No necesitás dinámicas forzadas ni icebreakers artificiales. Necesitás que lo que se dijo en el escenario le haya movido algo adentro a cada persona.

El feedback fue buenísimo. La pasamos bárbaro.

El ciclo que me hizo pensar en este artículo

Ser sponsors del Punta Tech y hacer un warm-up oficial como previa fue una decisión que veníamos madurando. La lógica era simple: aprovechar que ya viene gente de todo el ecosistema tech al evento, y crear un espacio previo de conexión más profunda. Ya lo habíamos hecho en otros países con éxito, tocaba hacerlo en nuestra tierra.

Pero lo que más me mueve es el ciclo de la historia. En 2018 entré al Punta Tech con una entrada donada, representando a una Nareia que todavía estaba aprendiendo a caminar. En 2026 volvimos como sponsors, organizando nuestro propio side event oficial, con clientes de casi una década sentados al lado nuestro contando los productos que construimos juntos.

No lo digo desde la épica. Lo digo desde el agradecimiento. A la gente de Ingenio (y el LATU) que donó esa entrada y nos ayudó a crecer. A Juan Pablo Nuñez, Diego Mello y Fernando Acerenza que se sumaron a la idea sin dudarlo. A los speakers del panel técnico que abrieron su cocina y corazón. A la CUF por la bienvenida. A Lucila por ponerle su impronta. Y al equipo de Nareia que hizo que todo esto pasara (tremendo debut de Flavia como maestra de ceremonias :p).

Pé na areia, siempre.

-- EOF

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*Si trabajás en fintech o en tecnología y te interesa este tipo de conversaciones, seguí a Nareia y a la CUF. Esto recién empieza.*

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Do you have clarity on how users perceive your product? As designers or developers, we face this question at some point, whether implementing new functionality or iterating on an existing product. However, we know that tight deadlines and limited resources can make user research seem like a difficult challenge to tackle because of the time and investment involved.

To answer this question, at Nareia we have designed an agile approach we call Minimum Viable Research (MVR). This method allows us to obtain valuable insights, validate the product quickly and efficiently, without compromising deadlines or inflating costs.

In this article we share with you what MVR consists of and how we carry it out in our client projects.

What does an MVR involve?

This is a small research stage with users that does not compromise the roadmap or the resources available for the project, but it does serve to validate hypotheses and make new discoveries.

The research phase gives design projects exceptional value. It is a research tool where the true potential of the product is discovered, the impact it will have on users, the market opportunities that exist and mitigates the risk of building something that users do not want to use, in short, it is a key piece to make the right decisions and innovate.

We know that this phase of research is often perceived as costly and that many times it is not clear what to do with the results obtained. At Nareia our intention is to try to change that perception by carrying out a minimum viable research that focuses on obtaining the most relevant insights quickly and efficiently, ensuring that design and development decisions are based on the real needs and expectations of users.

MVR requires design time spent on research, allowing us to optimize when making design decisions. Instead of working on assumptions that could lead us to explore multiple options that are irrelevant to the user and cause us to develop a product that needs to be corrected once it is on the market, we design and develop based on research findings, ensuring that our work is more efficient and focused on what really matters.

How do we do it?

Our Minimum Viable Research (MVR) approach combines agility, creativity and experience to obtain actionable insights without compromising timelines or budget.

1. Agile planning

Before we started, we sat down to define a simple and straightforward plan. We identified:

• The main objectives of the project.
• The key questions we want to answer.
• The tools or methods we’ll use to gather quick insights.

This step ensures that every minute spent is aligned with business priorities.

2. Defining the problem

Rather than jumping straight to solutions, we focus on understanding the “why” behind each challenge. We validate our hypotheses with the business to ensure we investigate what really matters.

3. Identifying the target audience

We make sure we know the users who represent the market and we make sure we are spending time studying this audience and not wasting time gathering information on profiles of people who are not relevant to the product.

4. Fast and effective methods

Depending on the needs of the business, we apply specific tactics that require little time and resources:

• Social media and online reviews: We explore what the users (and your competitors’ users) are saying about the product.
• Metrics and prior studies: If the product already has metrics or previous studies, we incorporate them into the research to avoid starting from scratch.
• Guerrilla research: We engage with the users in their usual environments to observe and ask questions.
• Customer support insights: We analyze frequent inquiries and complaints to identify key areas for improvement.
• Recruitment allies: We collaborate with the client’s team members who interact with customers to facilitate user interviews.

5. Continuous feedback and iteration

We integrate strategic points in the design where users can give us feedback, either through forms or in-app feedback.

This continuous cycle ensures that design evolves based on real data.

6. Developing metrics

To understand how users interact with the final product,  we can establish measurement points within the experience to evaluate the different paths users take within the experience. These points are selected based on their relevance to the business and the hypotheses defined during the research.

In this way, we can identify which aspects are working correctly and which ones need improvement, allowing us to iterate and adjust the design according to the results obtained.

7. Unlimited adaptability

We know that not everything always goes as planned, so we are flexible. If a method is not viable, we find creative alternatives to continue obtaining relevant insights.

Additionally, not all steps are necessary for every process, some can be swapped or replaced depending on your needs, budget, and objectives.

What results will you get from driving an MVR?

Minimum Viable Research is not only about fast research, but also about obtaining practical and above all actionable information that drives product success. Through this approach we help the business to achieve concrete results such as:

1. Identification of key needs and problems users face with the product.
2. Early validation of hypotheses. It allows us to know if the users understand and value the product proposal.
3. Concrete design recommendations. The data collected is transformed into clear and practical suggestions for both the UX/UI and development teams.
4. Prioritization of improvements with impact. This ensures that resources are optimized by focusing on what really matters.
5. Risk reduction before launch. Avoid Costs associated with redesigns or corrections after release to production and reduce negative reviews.
6. Insights for future decisions. Research generates lasting learnings about users and their behaviors that can be applied in future iterations of the product.

Time and resources

While every project is unique, our experience has shown that we can achieve reliable results and actionable outcomes with the following investment:

• Two designers
• 20 hours per designer
• 5 to 6 user interviews

This means that within a one-week period, it’s possible to conduct research that doesn’t compromise the roadmap while ensuring efforts and resources are focused on adding value to the product.

Here is a use case

With one of the clients with whom we performed a MVR, we executed a usability test for a week in order to change the design of the main screen of the application, the home screen.

This redesign involved a big risk because we went from a very simple home screen with only one information, to a more complex home screen where we included access to different services of the product and a big change in the navigation to access the information.

The effort made was of: 

• 1 designer 
• 19 hours
• 6 usability tests with users

During this MVR we were able to prove that most of the changes had been positive but we needed to adjust some affordances, such as horizontal navigation for users to discover some of the content that had been hidden. We also discovered other deeper problems that affected the brand identity of the product.

In a nutshell

MVR aims to conduct fast and effective research, using only the necessary resources to avoid affecting project timelines while adding value to the final product.

Its main strength lies in its flexibility, as it can be applied during discovery phases to identify user problems and needs, or in validation stages before development to confirm whether a proposed solution meets user expectations.

By prioritizing key hypotheses, simplifying processes, and fostering feedback cycles, MVR enables informed decision-making, ensuring that the design aligns with users’ real needs without compromising project timelines.

At Nareia we find it important to include research stages even in projects with a tight budget. Thanks to the insights we discover during the research we help us to streamline the design and development process focusing on investing in what the user really needs and gives greater value to the business.

Building a digital product can be an incredibly rewarding journey, but without the right strategy and planning, it’s easy to fall into traps that waste time and money. As CPO in Nareia Software, I’ve seen the same mistakes crop up again and again. In this guide, I want to share how to avoid those pitfalls and help you question your path to build a product.

Know your “Why” and define the problem

Many clients come in with a great idea, but they don’t always have a clear sense of why the product is necessary. Defining the problem you’re solving is fundamental. Ask yourself: what pain point does this product address? Who is it for? Without a strong foundation, it’s easy to lose your way during development. 

• Common mistake: jumping in with an idea because it sounds exciting, without validating it first.
• Tip: do some early market research, test the interest of potential users with small (and often cheap) experiments. Define a clear problem statement that will guide your journey from start to finish.

The importance of an MVP: Start small, stay focused

The idea of a Minimum Viable Product (MVP) isn’t just a hackneyed approach, it’s the foundation of smart product development. An MVP helps you validate your product idea in the quickest, simplest way possible, giving you insight into its value from a user’s perspective. The goal isn’t to launch with every feature, it’s to identify and deliver the core functionality that solves a real user problem and provides meaningful feedback.
The challenge of creating an effective MVP it’s about finding that sweet spot: offering just enough for users to grasp the value, without overcomplicating this or missing the opportunity for early learning. 

• Common mistake: trying to launch a “complete product” instead of focusing on the bare minimum, often out of fear that users won’t be impressed by a simpler version. 
• Tip: define the smallest version of your product that still delivers value. Be critical about every feature, if it doesn’t directly support the core value, or helps you validate the idea, save it for later.

Understand the real value of your product 

A successful product isn’t just about features, it’s about delivering benefits that improve user’s lives. You need to deeply understand what unique value your product delivers. Ask yourself: what do users actually gain from this? How does it solve a problem or make life easier?

• Common mistake: misjudging value by focusing on what you think is important rather than what the user finds valuable. 
• Tip: talk to potential users, build prototypes in simple tools, and iterate on your MVP based on their feedback. The best features are often discovered from users' insights rather than assumptions.

Technology dictating the product 

Technology should be the means to solve a problem, not the definition of the product itself. Too often I see clients who get caught up in a particular tech trend, and the entire focus shifts toward using that technology rather than solving the core problem.
For example, when AI becomes the central theme, instead of first defining the user’s problem and how the product should solve it, the technology itself starts dictating the direction. AI is a powerful tool, but it’s just that, a tool. It should enhance the solution, not overshadow the value you are trying to deliver. 

• Common mistake: letting technology drive product decisions, rather than focusing on the problem and the users. 
• Tip: Start by thoroughly understanding the problems and needs of your users. Then select or develop technology that effectively addresses those needs. Even if you have access to innovative tech, it should enhance your solution rather than dictate it. Always ensure that technology serves the solution, not the other way around.

Budget control: when bigger isn’t always better

Having a big budget might seem like an advantage, but it doesn’t guarantee success. In fact, it can lead to overconfidence, encouraging you to add unnecessary features or delay important decisions.
A smaller budget can actually work for your advantage, forcing you to stay focused, and make resourceful choices.

• Common mistake: thinking that you need a lot of money to validate a good idea. Believing that more money will automatically speed up development or lead to success.
• Tip: Set a budget that allows focused development but forces prioritization of the most critical features. Build an MVP cost-effectively, with an emphasis on learning and validation before making any big investments. 

Also, think carefully about when you spend money. Don’t allocate your entire budget upfront. Instead, use just enough to validate your MVP and confirm that your product is viable before committing to the next phases of development

Team composition: get the right talent involved

To build a successful product, you need the right team. Clients sometimes overlook the need for specific roles, like product manager or UX designers, assuming developers are the most essential roles you need to build a digital product. 

• Common mistake: overburdening developers with tasks and responsibilities outside their expertise, covering the role of product manager because you think you know your product best.
• Tip: build a diverse team from the start, designers, product managers, developers, QA testers. Product strategists are particularly crucial on the MVP stage, definition is everything while you try to validate your idea. To build that validated idea you can arm up with a great tech team, but on its own time

Conclusion

Creating a digital product isn’t just about the money, the tech or the team, it’s about having a clear strategy, managing risks intelligently, and being adaptable. By understanding the common pitfalls and focusing on building  an adjusted MVP that delivers real value, you can create a product that resonates with users and makes smart use of your resources. Start small, validate every step, and stay flexible, that’s the key to avoiding pitfalls when your are building digital products.