The MIT SUD Ventures Bootcamp was a truly transformative experience—one that challenged and stretched me in ways I couldn’t have imagined. This journey wasn’t just about developing solutions; it was about learning to deeply understand problems, embrace uncertainty, and collaborate with a team to create something meaningful.
The bootcamp began long before we met on-site, with months of teamwork, research, and interviews to identify a problem worth exploring in the substance use disorder (SUD) space. That work laid the foundation, but coming together on-site took the challenge to another level. In those five intensive days, we had to refine our understanding of the problem based on what we learned through customer discovery and use that insight to design a solution and business model—all culminating in a final pitch.
The heart of the experience was this: innovation is about the person with substance use disorder. It’s easy to lose sight of that in the excitement of building something new, but the ultimate beneficiary must always be the person whose life we are striving to impact. Every decision, every pivot, every refinement must keep them at the center.
From Day 1, this idea was reinforced: the most important problem isn’t the one we think matters most—it’s the one that truly matters to the person we’re trying to help. Customer discovery became our compass, guiding every step we took. It was humbling to realize that even with lived experience or expertise in the space, we still didn’t have all the answers. Instead, we had to stay curious, listen deeply, and trust the data over our own assumptions.
Day 2 drove this lesson home with a powerful mantra: Stay close to the customer. Innovation is not about what we think is “right” but about uncovering the actual needs, desires, and pain points of those we aim to serve. Assumptions—even well-intentioned ones—can lead us astray, but by staying close to the customer and iterating based on their input, we ensure that the solutions we create are truly impactful.
Throughout the week, the importance of pivoting became clear. Change isn’t failure; it’s progress. Data is greater than emotion when it comes to decision-making. While passion fuels our perseverance, data must guide our direction. If customer discovery or research points to a different path, we must have the humility to adapt, even when it’s uncomfortable. This balance—letting passion sustain us but prioritizing data in our decisions—was a recurring theme that shaped our work.
The bootcamp’s intensity pushed us to our limits, particularly during late nights refining ideas and preparing our pitch. Growth doesn’t happen in comfort—it happens in those moments when we’re tested mentally, emotionally, and physically. As our team navigated conflicts, embraced feedback, and worked through exhaustion, we became stronger and more aligned. Perseverance wasn’t just about completing the task; it was about learning to trust each other, collaborate effectively, and push through challenges together.
A defining moment for me was hearing Dr. Kelly J. Clark’s advice: “It’s because you keep showing up.” That simple reminder resonated deeply. Whether it’s for customer interviews, team brainstorming sessions, or the final pitch, showing up consistently—with openness and commitment—is what creates opportunities and drives progress.
As I reflect on this journey, I’m filled with excitement for what’s ahead for Transcendworx. This bootcamp wasn’t just a training—it was a launchpad for the next chapter. The lessons we learned will guide us as we work to create data-driven, impactful solutions that prioritize the needs of individuals with substance use disorder.
The pride I feel isn’t just about the work we accomplished—it’s about the process that got us there. We didn’t just identify a problem or design a solution; we learned how to listen, adapt, and grow in ways that will continue to serve us long after the bootcamp.
This experience has solidified my belief that innovation in the SUD space is about more than creating new tools or technologies—it’s about centering people, leveraging data, and fostering collaboration. For Transcendworx, this means building solutions that empower individuals, connect innovators, and drive meaningful change.
The work doesn’t end here. If anything, it’s just beginning. But I leave this experience with a renewed sense of clarity, conviction, and confidence that something great is in store—not just for Transcendworx but for the communities and individuals we aim to serve. That is a mission worth showing up for every single day.
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