SCAD StartUp
Breaking barriers,
unleashing potentials
The journey on re-engineering SCAD’s largest student-run event
SCAD StartUp 2024
Savannah College of Art and Design
April 2023 — June 2024
Time
Project Management and Operations
Field
StartUp is a dynamic week-long business design competition that serves as a platform for students at the Savannah College of Art and Design (SCAD) to unleash their creativity and entrepreneurial spirit.
Overview
StartUp 2024 is run by a committed group of 60 students representing 26 diverse majors across the university.
Gabriel serves as the Director of Operations and Logistics for StartUp 2024, overseeing the day-to-day functioning of the organization.
Reporting directly to SCAD’s advisory board for the event, Gabriel works closely with Gracie Jones, the Director of Campaign and Relations, along with other coordinators within StartUp’s leadership to ensure the successful execution of the event.
Collaborators
Discover
Inheriting a challenge,
navigating a storm
When Gracie and I took over as leaders of SCAD StartUp towards the end of April 2022, we likened our situation to "navigating a storm," a lighthearted acknowledgment of the monumental challenge that lay ahead.
As we delved into the intricate workings of StartUp, we soon realized that our initial analogy was more than just a playful quip – there was a substantial amount of work to be done, with certain aspects necessitating a complete overhaul.
In order to ensure the ongoing success of this iconic event, we immersed ourselves in understanding every aspect of its operations, meticulously tracking how each dollar is spent, identifying pain points for both our team and participants, and optimizing our processes from the ground up, fostering a more agile approach within the organization.
24%
Decrease in returning participant
81%
Crew and leadership members reported creative burn-out
$54,000
Short in operational budget
Collaboration
Teamwork makes
the dream work
The past StartUp teams encountered challenges related to communication, particularly in terms of an unclear reporting chain and responsibilities. One issue was the lack of clarity regarding the reporting structure, as StartUp was previously under the umbrella of the FLUX club.
This arrangement led to confusion about who was ultimately responsible for decision-making and oversight. Additionally, there were instances of "sideloading," where certain team members were left out of important communications or decision-making processes. This lack of transparency and inclusivity caused frustration among team members and hindered collaboration.
Furthermore, there was ambiguity surrounding the division of responsibilities between FLUX, StartUp, and SCADpro, a supporting organization from the university end, leading to overlapping roles and confusion about each entity's mandate.
Clear communication
makes all the difference
With the reported internal burnout and the extensive workload on the horizon, I have decided to swiftly expand the team.
Transitioning our team from its current size of 15 to a team of over 60 members has presented us with significant challenges. Overcoming the task of effectively managing communication and collaboration within this diverse and talented group within just a few months has been quite a challenge.
Coordinating the team during Winter and Summer Break presents a significant challenge. With team members spread across 8 different time zones and 4 continents, this showcases the immense diversity of SCAD's student community and global presence. This situation also underscores the team's unwavering commitment to advancing StartUp despite operating on a zero-dollar budget.
To address these issues, we have separated StartUp from the club leadership structure. Instead of reporting to both the club and SCADpro simultaneously, StartUp and FLUX are now considered sister organizations.
Additionally, to resolve inconsistencies in communication with the university administration, we have established a University Advisory Board. This board comprises members from the Department of User Experience, SCADpro, SCAD Giving, and SCAD Savannah. Their roles include providing academic support, fostering industry connections, managing financial aspects, and offering logistical support, respectively.
As we detach from the club structure, another group is tasked with ensuring consistency within our long-term vision. We have invited some of our past directors, who were also part of FLUX's previous leadership, to form an Alumni Advisory Board. This board is responsible for providing long-term vision and support to future generations of directors.
As a past Director of StartUp, the new ideas and fresh approach that this team have explored is impressive in every regard. Sharing this years’ powerful vision with such a diverse team sets up an experience that will be unforgettable for students, judges, and the crew alike.
Amadeus Cameron
Coordinator for Physical Experience
Finance
Building financial stability for sustainable growth
At the onset of this case study, we highlighted a deficit of $54,000 in our operational budget. This budget typically encompasses various expenses essential to orchestrating the annual event, ranging from facilitating accommodations and travel for judges to coordinating prize distributions, catering services, apparel provisions, and the logistics of physical event production.
Upon stepping into our leadership roles, we were confronted with the stark reality of having no remaining operational budget, barring the continued support of one sponsor. Moreover, the absence of transparent bookkeeping practices left us grappling with uncertainty regarding the precise expenditures incurred by the preceding leadership team.
Our team are able to bring in new sponsors through connections from SCADpro and within our team. Special shoutout to Avery Ulanet, Tra Nguyen, Fionalene Tan, and Chi Quach for our sponsorship outreach effort.
Can you maintain quality while reducing cost?
To navigate through this challenging period, we've adopted a "zero-budget" approach, leveraging the resources already available within the university. Instead of procuring resources independently, we've tapped into existing university suppliers and business partnerships to secure corporate discounts and save on costs efficiently.
Additionally, we explored the possibility of utilizing the university's historical guesthouse to further reduce expenses. While our efforts in this regard were hindered by a university leadership event occupying all available space, we were still able to secure accommodation for our industry guests through hotel partnerships established by the university.
Taking the "zero-budget" approach to the next level, our team introduced a fun twist by opting for potluck gatherings instead of ordering catering for internal meetings. This not only allowed us to enjoy a variety of homemade dishes but also fostered closer relationships among team members as we shared our favorite recipes and culinary creations with one another.
Our team keeps a tangible jar of marbles symbolizing our real budget. On the side, you'll see the initial $5,000 we raised.
$28,000
Total sponsorship raised
for StartUp 2024
$15,400
Total operational cost
for StartUp 2024
~71%
Reduction in operational cost
$27,000
Estimated carryover for StartUp 2025
(including unused funds discovered during internal audits)
Deliver
How do we measure the success of all these work?
On January 19, 2024, our team successfully executed StartUp 2024, beginning with our kickoff event that drew hundreds of students. The event proceeded with resounding success, culminating on January 28, ten days after kickoff. This marked a significant milestone for StartUp as it was the first time we extended the event from seven days to ten since its inception.
The introduction of StartUp Expo, formerly known as Project Showcase and trialed in 2020 just before the onset of COVID-19, garnered exceptional feedback from industry members and participants alike.
Now, you may be wondering how we measure success amidst these structural changes. Initially, our team reviewed the approach of previous leadership through key performance indicators (KPIs).
It was revealed that more than 73% of these KPIs had never been achieved, largely due to their lack of specificity, measurability, achievability, relevance, and timeliness (SMART) within the context of StartUp.
Consequently, our leadership collectively decided to adopt an Objectives and Key Results (OKRs) structure. Our objectives were redefined to focus on improving crew workflow to prevent burnout, attracting first-year and graduate students to participate, providing opportunities for student engagement with industry members, and enhancing synergy across the student body.
The passion that fuels the SCAD StartUp team is beautiful. Witnessing the energy poured into every idea, the dedication of each individual, and the collective drive to create something impactful is truly inspiring.
Lara Kim
Coordinator for Student Relations