DriveFlorida (Refetch)

Platform for Scheduling Driving Test Appointments


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Skills & Considerations Applied

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Tax Collector’s Office personnel were manually entering all driving appointments into a generic calendar. The only means for customers to book appointments was by phone call to the Tax Collector’s Office.


The Tax Collector’s Office benefited from the development of an online appointment platform catered to driving test appointments. Customers have an interface that is available on desktop and mobile for booking a driving test appointment. Tax Collector personnel have an appointment management system that alleviates the need for redundant manual entries and enhanced data tracking.


DriveFlorida is a product of Refetch, my startup company on a mission to modernize the DMV experience for all. DriveFlorida is a platform for scheduling and managing driving test appointments. In collaboration with Okeechobee County (Florida), an MVP has been designed and developed to serve county residents needing to schedule a driving test. This project review focuses more on the story of the startup company than on the specifics of design and development for the purpose of protecting customer confidentiality and company intellectual property.


In July of 2021, I had just finished reading a pivotal book in my journey of self-enrichment, titled “How Rich People Think.” I experienced an internal paradigm shift: instead of seeking ways to make money to solve problems, I realized I needed to focus on solving problems and money would follow those solutions. This realization brought about a sense of self-realized freedom, and suddenly, the ways I could help people seemed endless.

This epiphany occurred during the pandemic when my mother expressed concerns about her health due to the crowds at the Tax Collector’s office (which is essentially the DMV in Florida). She needed to obtain a new title for a vehicle. Around the same time, I was also attempting to sell a domain name ( to a tag renewal company named Etags, but unfortunately, that endeavor didn’t come to fruition.

Amidst these circumstances, the idea struck me: why shouldn’t the DMV offer a more modernized experience? Why can’t we perform various DMV tasks using our mobile devices? This marked the inception of my startup company idea.

Initial Research

I began researching the market for tag renewals and delved into understanding the mechanisms at play for these renewals, along with identifying the key players in the market. Etags emerged as the primary private competitor, offering online and mobile tag renewals at a premium price. Surprisingly, their charges were nearly equivalent to the registration cost and sometimes even doubled the registration fee. Etags’ service seemed overpriced, targeting customers who required last-minute tag renewals.

To gain a comprehensive perspective, I acquired a financial report that detailed Etags’ projected revenue, earnings, and expenses. Alongside this, I formulated a unique feature – which I can’t divulge until the patent is secured – designed to set my product apart from Etags’. What’s more, I aimed to provide this feature at a lower cost to the customer.

In tandem with this financial analysis, I extended my competitive assessment of Etags by personally engaging with their platform. I initiated mock checkouts for each distinct vehicle type they catered to. Although this exercise might have influenced their conversion analytics, it allowed me to chart their entire pricing structure. I also deduced the profit margins they were achieving across their spectrum of vehicle, vessel, trailer, and RV renewals.

Y Combinator

During this season, actually during the “Inception” phase of this product, I had networked with a couple alumni of YC, a startup accelerator program. Some of the most prominent startups had gone through the YC program and it provided great incentive and support. I decided to apply for the program and see if I could participate in the accelerator program (Fall 2021 cohort) with Refetch. I was unfortunately (yet fortunately, as you’ll later read) rejected. I did not receive a reason why specifically but I could deduce that it may have been due to the fact I did not have a technical co-founder. I was already interested in the idea of having a technical co-founder, someone who could help with the development of the product while I focus on design and business development.


I wanted to give customers a more personable experience which, to me, meant verbiage that was less formal and non-technical. Using more guiding words, such as listing weight classes using the word “between” instead of a – (hyphen) to indicate a range. I believe those details are what can contribute to a great user experience with a product.

Typography and color were my next two points of intention. Government related services can feel antiquated, and serif font families can also mimic that same feel for antiquity. So decided that all typography would be sans serif. For color, I wanted something bright and lively to represent a fresh take on government services. To me, this meant a green affinity, the primary color was #39AB49 and secondary was #BCE8CE with text headers being mostly white (FFF) and body text mostly a dark grey (424242).

My last point of branding contention was the name of the product and company. At that time, I chose for the product and company name to be synonymous, which would later change.

I wanted something that was two syllables, three at the most, and something you could potentially find in a dictionary. My experience with domains told me this would be expensive, as the leading choice in a brand was if I could secure the domain name and a .com. I wanted something that represented a new way of doing things, since the product was reimagining the tag renewal process. So, having the brand name that started with the prefix “re-” seemed adequate.

I sifted through domains available and landed on the possibility, It seemed like a good candidate; the “fetch” component seemed to represent what we do when we need to renew tags, and “re” representing a new way of doing things sounded like a good fit. The domain was available on the Brand Bucket marketplace for a cheap price—hugely underpriced from my domain experience—at a couple of thousand USD.

So, it became settled—the name of the product and company was Refetch.


Inspiration for the initial product followed a similar user flow to how customers would interact with Etags, but with more text guidance and appealing UI. And now that the brand name was now Refetch, I believed that introducing a lighthearted companion for users would add a touch of charisma to the product.

After all, we play fetch with dogs, and dogs serve as primary service animals for guiding people in need. So, why not include a dog in our concept? I opted for a dog to be the product mascot—a cartoon dog character designed to lead users through the product experience. I gave this character the name Bailey, a gender-neutral choice.

First Design

The actual first design of Refetch I trashed, so I don’t have screenshots of what it looked like. But I know it was not great; there wasn’t enough use of negative space and backdrops. It was primarily built to test the functionality of Adalo. Hence, the first design of Refetch could be considered the first prototype. I didn’t use Wireframes, LoFi (Low Fidelity) prototypes, or HiFi (High Fidelity) mockups. Instead, I relied on a hand-sketched site map and went straight for the HiFi prototype.

I started by breaking down the user flow into four paths: Motor Vehicles, Trailers, RVs, Boats. Each of these paths has sub-categories, which proved to be the simplest way to encompass all the possibilities of vehicle/vessel registration. Users would progress through a series of questions spread across several screens, rather than having them all on a single screen. I believed this was the most effective way to minimize user fatigue.

Upon completing these steps for a registration renewal, users would enter a checkout phase. This checkout process followed a fairly standard format. However, it spurred me to consider an alternative approach for future transactions. Since many renewal actions remained consistent, and only minor changes arose for vehicle registrations (such as address alterations or new vehicles), it made sense to explore streamlining the user’s experience. This led to the conception of a “garage” idea, where users could save their vehicles in a dashboard-like “garage” and manage renewals from there. This concept aimed to potentially save users time and the hassle of repeating the same renewal tasks repeatedly.


Despite not having the YC program under my belt, I continued to press forward. I had networked with county officials, engaged with data vendors, and sought advice from business mentors. My primary obstacle revolved around enabling the product to process orders—specifically, managing customer submissions for renewal orders, the payment process involving the State, and the issuance of renewal stickers. However, at that point, I had not yet identified a clear solution for achieving this.

Initially, the proposal was put forth that Refetch could function as a license plate agency (LPA), essentially a third-party vendor authorized by the county to handle tasks like tag renewals. I submitted a request to become an LPA for a particular county I had in mind, but unfortunately, my proposal was rejected. This incident quickly revealed to me that the product’s success was vulnerable to the preferences of the county. It became evident that I needed Refetch to be accessible to the public independently of any county’s discretion.

Consequently, this bottleneck spurred me to explore collaborations at the State level. I recognized that if I could establish a partnership with the State’s database sharing program for license plate renewals, Refetch could offer its services statewide instead of being limited to a single county.

Taking initiative, I identified an opportunity to present my case. The State of Florida Department of Transportation Board of Innovation had a forthcoming meeting, and I saw this as a chance to seek guidance on possible collaboration. In early January 2022, I joined the meeting as a participant. During the Q&A segment, I conveyed my request for direction. This interaction led me to connect with the relevant personnel who could assist in achieving my goal: integrating Refetch with the State’s database for handling tag renewals.

Y Combinator (2)

In the backdrop of product development and the quest for Refetch’s distribution strategy, I recognized the approaching window of opportunity for the Winter 2022 cohort. Once again, I decided to submit an application, even though I still lacked a co-founder. Unfortunately, my application was once again met with a rejection.

In hindsight, I’ve come to appreciate that this outcome didn’t materialize. As time progressed, I came to realize the substantial delays inherent in government processes, and the added pressure of VC investment didn’t seem like a prudent choice—looking back, that is. Reflecting on it, perhaps revisiting the idea post-revenue could be a more viable approach. During this period, a second rejection might have actually been a blessing in disguise.

Furthermore, with the benefit of hindsight, after participating in the Starter Studio accelerator in the future (Winter 2023), I’ve come to the conclusion that being part of a smaller cohort was indeed the right fit for me.


After exchanging emails with State officials on the prerequisites for using the State’s database, I realized that, without deeper technical knowledge or the right technical cofounder, obtaining access to this database was not feasible at the time.

I felt stuck, discouraged too, because it seemed like I had made strides towards the progress I was seeking but I couldn’t connect the next dots of the puzzle. I decided to step back and reflect on what kind of solutions I could build with the knowledge, resources, and skills I had available. Looking back, this would have been better realized had I applied the knowledge I had gained during Starter Studio’s accelerator program.

After this time of reflecting, I came to the idea of Virtual Appointments, i.e. using televisits. It was something that I could build, and with the sensitivity of the pandemic’s social distancing practice it made sense from a sales perspective.

Second Design (Pivot)

With the new concept of Virtual Appointments in mind, I embarked on a fresh design process. The previous Refetch product, focused on tag renewals, would be temporarily set aside. I approached the development of Virtual Appointments similarly to tag renewals—I began by creating a site map and proceeded to craft a HiFi prototype.

For the customer’s user flow, I followed a similar approach as I did with tag renewals. I structured a sequence of screens to gather the necessary details for scheduling an appointment. For instance, tasks like replacing a vehicle title required proof of identification. As a result, I incorporated a feature that allowed users to upload pictures of their ID, which was essential for processing title requests. This collection of documents, among others, would expedite both customer and official appointments. Prior to a scheduled appointment, officials at the Tax Collector’s Office could preview the uploaded documents to ensure accurate documentation.

Following the submission of essential documents, customers could then proceed to select a suitable date and time for their virtual appointment. Upon making their selection, each customer would have access to a dedicated dashboard displaying their upcoming appointments. As the appointment time approached, a “join” button would become available on this screen. Additionally, an “inbox” function would be included, allowing customers to receive messages pertaining to their appointment or the documents they’d uploaded.

On the official side of the platform, a dashboard would be provided, presenting pertinent information regarding upcoming appointments. While I won’t delve into the details here for the sake of intellectual property protection, it’s worth noting that officials were afforded a user experience and interface similar to that of the customers.


During the phase of developing Virtual Appointments, I crossed paths with a potential technical co-founder through a platform named Start Hawk. We hit it off well, and upon conducting thorough research about him, it seemed like he could indeed be a strong match. He possessed a skill set as a full-stack engineer, coupled with expertise in cybersecurity, and had previously designed an appointment app. To validate his background, I took the initiative to discreetly reach out to some of his past clients listed on LinkedIn, and the feedback I received was positive and affirming.

We engaged in several virtual coffee sessions, and I found myself comparing him with a couple of other potential candidates I was considering at that time. It felt like the right fit, and I believed his experience aligned well with the vision. The memory is vivid—it was early in February, the week before Valentine’s Day—when I inquired about his weekend availability. Learning that he was open, I made a spontaneous decision. I announced that I would be flying to meet him, as he was based in Chicago. I promptly booked a flight for that upcoming Friday, with plans to return on Sunday, and also secured accommodation in a hostel in the Lincoln Park area.

More details of this experience are something I’m considering saving for a future blog post.

Upon returning from Chicago, I was brimming with enthusiasm. I had found my co-founder! It was a sensation of invincibility.

However, a few weeks elapsed, and I began noticing a disconcerting pattern—my emails and WhatsApp messages to my new co-founder went unanswered. He had seemingly ghosted me. I was aware of his Ukrainian background, and given the commencement of the conflict in Ukraine, I speculated whether he had returned there. Alternatively, he might have opted out of our partnership. The specifics remained uncertain, but I found myself back in the role of a solo founder.

Later in the summer, another potential co-founder entered the picture. This individual possessed a technical background and had previously worked as an engineer for the Orange County Tax Collector. My discovery of him on LinkedIn followed my strategy of searching for ex-employees of Tax Collector’s offices. Drawing upon advice from a YC alumnus about headhunting co-founders from competitor organizations, I tailored this approach to my circumstances. We engaged in conversations and eventually had dinner together. A strong sense of compatibility emerged, and I was convinced (and still am) that he would make an excellent co-founder—perhaps just not during this particular season of life. The potential for collaboration might be better suited for the future.


I find it worth mentioning here something that continuously fueled my perseverance amidst difficulties, failures, letdowns, and the moments I contemplated giving up. On my flight back from Chicago to Orlando, I occupied a window seat with an empty space beside me, and next to me was a young man. Our interaction initiated when he noticed the music I was listening to, sparking a conversation between us. When he inquired about my purpose for traveling to Chicago, I shared the journey I was on with Refetch. Intrigued, he delved into the details of my endeavor.

This young man, a truck driver, shared his own story. He revealed that he had to make an annual pilgrimage to Florida’s capital to acquire a particular form or certification (my memory fails me on the specifics). He also divulged that he was a devoted father—loving a single mother and embracing her children as if they were his own. His compassion extended to a child with medical challenges. In his narrative, I recognized reflections of my own experiences—my relationship with my ex-wife and my unwavering love for children who weren’t biologically mine.

I’m acutely aware that not all tech products are categorized as life-altering; some merely serve frivolous purposes. However, it dawned on me that modernizing the experience for individuals like Vek could translate into more valuable time spent with their families. If I could facilitate that extra day of bonding between Vek and his family, then it was unequivocally worth pursuing. During those moments when the temptation to surrender was strong, I summon thoughts of Vek to rekindle my motivation to persevere (Vek, if you’re reading this, I hope you’re doing well—we’re on our way bro).


After my initial co-founder situation didn’t go as planned, I resolved to forge ahead with developing an MVP that I could handle utilizing the knowledge and resources within my reach. I embraced the belief that the right partner would come into the picture at the right moment, rather than forcefully pursuing a co-founder relationship. The startup community’s strong emphasis on having a co-founder sometimes pressured me into thinking that my success hinged on having one, or else my efforts would fizzle out. While I still desired a co-founder, I began to recognize that I was pushing too hard and needed to allow the right opportunity to unfold naturally, trusting that I would be guided to it when the timing was ideal.

Simultaneously, another shift was occurring in my mindset—regarding the pursuit of funding. While the startup community’s influence was not without merit, I realized that I had allowed the pursuit of funding to take precedence, even becoming the primary driver for my quest to find a co-founder. Collaborating with a co-founder was believed to enhance the chances of securing funding, and for me, securing funding was intertwined with validating my startup—alongside gaining customers. Up until this point, I found myself in a situation devoid of both customers and funding, which perpetuated a sense of being at square one. The mounting internal pressure to secure funding consequently compounded the pressure of finding a co-founder.

Ultimately, after easing the internal pressure to secure a co-founder, I made a similar decision concerning funding. I relinquished the weight of these expectations, committing to bootstrap the company. While I still believe that getting funded is a valid strategy, I acknowledged that I had allowed it to become the leading driver behind my co-founder pursuit. This realization led me to take a step back, recognizing the need to decouple the pressure from my endeavors. After all, working within the realm of government services entails a patient approach, and if the pressures of finding a co-founder or securing funding weren’t substantial enough, imagine shouldering the responsibility of someone else’s capital and enduring months without significant traction.

In essence, I applied the same perspective shift to the funding aspect as I did to the co-founder aspect—trusting that the timing would align when appropriate. For now, I aimed to release myself from self-imposed pressures and focus on building and selling a product.


With an MVP primed for demonstrations with potential clients, I paused to reconsider my company’s positioning. Initially, I perceived Refetch as a B2C company. However, after the pivot, it dawned on me that Refetch was evolving into a B2B2C company. This realization prompted me to transition from a predominantly light-hearted tone to a more professional communication style.

A pivotal moment triggered the need for rebranding, a moment that was, in fact, a bit embarrassing. I attempted to pitch to one of the larger counties in person (I’ll elaborate on this experience in the Tampa section), and the front desk requested my contact details. To my chagrin, I resorted to tearing a piece of notebook paper and hastily scrawling my name and number. The mere act of providing such an unprofessional contact card was enough to jolt me into action. I recognized the necessity of acquiring proper business cards and other branded marketing materials. Moreover, I harbored a dislike for the existing Refetch logo, finding it visually unappealing—particularly as my login avatar on my computer. This compelled me to the conclusion that Refetch demanded a revamped and more professional image.

In my endeavor to cultivate a refined brand identity, I selected three distinct colors for Refetch: white, a deep grey, and a subtle cornflower blue. Among these, blue took center stage. This color shift diverged from the prevalent green, as blue conveys trust, calmness, and a composed demeanor. Recognizing that I would be dealing directly with government entities, I aspired for the brand to emanate a sense of gravitas. By employing blue, I aimed to evoke a perception of a corporate and seasoned service provider.

Turning to the logo, it was the next element in line for a refresh. My burgeoning interest in coding, coupled with my deepening dive into HTML, served as my inspiration. As I began coding from scratch using HTML and CSS, my attention was captivated by the angle brackets: “<” and “>”. These symbols were indispensable for creation, symbolizing both a commencement and a conclusion. This appealed to me, as it encapsulated the notion that the company was technology-centric and brimming with possibilities between the two brackets. Spending a few hours crafting it, I managed to create a logo that exuded a clean and elegant aura.

Last but not least, I embarked on crafting a website for Refetch. My aim wasn’t excessive complexity; I sought a platform that effectively communicated Refetch’s purpose, the narrative we intended to weave, and the product we aimed to offer. Continuing my emphasis on the color blue, I aimed to give the brand an air of established presence. This final touch concluded the process of rebranding, and I was ready to embark on pitching!

First Client

In July 2022, armed with a functional MVP for Virtual Appointments, I was ready to demonstrate it to potential clients. As I reflect on that period, I realize that I harnessed my resourcefulness to the fullest. I accomplished all of this without a technical partner or contractor by my side. The MVP was ready for showcasing, and I was truly proud of what I had achieved.

In the months preceding summer, I entertained the idea of a road trip across Florida to pitch my product to multiple counties. This concept gained momentum, and I decided to transform it into reality. I meticulously plotted a round trip, directing myself northeast and then westward, circling around Tampa before heading south, and ultimately returning home. My strength lay in face-to-face interactions, and I recognized that if I could engage someone in conversation, I stood a good chance of pitching my product effectively.

Conscious of my budget constraints, I approached the road trip pragmatically. I packed my car with backpacking gear, including a portable stove for meal preparation. Rest areas along the interstate and turnpike were my overnight stops of choice due to their security patrols. For hygiene and exercise, I obtained a gym membership at ESPORTA Fitness, a facility similar to LA Fitness. I would exercise, shower, and then bed down in my car at a rest area. I managed to maintain my fitness routine, meet my nutritional requirements, and keep clean and presentable during this period.

Embarking on this adventure, I not only had my car packed but also my demo primed for presentation. The initial counties I approached gathered my details but failed to follow up. I managed to visit at least two counties daily by making my way to their central Tax Collector Office. A few nights were spent at the Turkey Lake Service Plaza in Orlando, which I considered safe and conveniently close to an ESPORTA gym.

Despite my endeavors, I struggled to secure in-person meetings with potential clients. Yet, amidst these efforts, I did have one productive phone conversation with a potential client. While I didn’t achieve the desired level of engagement, this conversation helped boost my spirits, especially after the challenging moment in Tampa that I mentioned earlier.

Upon completing my round trip and returning home, I was still without any secured clients. The situation led me to contemplate my next steps. I had attempted to engage my home county in the past, albeit without a demo to showcase. This time, with a fully functional MVP, I decided to try again.

Meeting with my local Tax Collector’s Office, I presented my demo to the elected official and their leading administrator. During the presentation, I even conducted a live video chat to demonstrate the platform’s capabilities. Their interest was piqued, and they were intrigued by the scheduling aspect of the platform rather than the virtual appointment feature. This unexpected twist turned out to be a turning point. The platform’s scheduling ability resonated with them as they sought an improved system for driving test appointments. I was overjoyed, and their interest marked a pivotal moment. Their decision to collaborate and pilot the platform in Okeechobee county was a significant victory. Even though they didn’t adopt the virtual appointment aspect, I was elated to finally gain traction with a client. Okeechobee county became my first official client!


It was August when I got the “ok” from Okeechobee that we would work together. But personal circumstances, hurricane Ian, another hurricane, then the holiday season all pushed back our start date. We didn’t pick back up until January, and of course it made me wonder if we’d still go through with the project or not. Honestly, I was relying on it as I had not done any other business acquisition with other counties, so I needed this and I needed to wait.

Those fallow months are when I worked on Scoopful’s second design and development and what led me to working with the Starter Studio Accelerator Program. For more about the Starter Studio Build Stage program I participated in, please read about Scoopful here. I learned a lot from Starter Studio that I could apply to Refetch as well so that experience was definitely helpful as it seemed like I had two startups in my hands now!

Design & Dev: Customer View

Mid-January rolled around and Okeechobee was ready to develop this appointment management system. I had myself busy with Scoopful, the startup accelerator in Orlando, helping with foster children and fatherhood for Bella but I still managed to create a product; late nights and early mornings of computer work were normal. 

The goal for this platform was simple but the mechanics would be a challenge for me. I was still developing within the framework of Adalo. Adalo is powerful but there are some things that limit the design-to-development process. No excuses though, I knew Adalo would help me at least create a working product for my new client.

I hypothesized that there would need to be two sides to this platform: the customer view (what the public would see), and the official view (what the Tax Collector’s Office would interact with). I started with the customer side and began a site map of what the user flow would look like.

This user flow would be sequential, using a screen-by-screen process to break down the steps a customer would need to take in order to book an appointment. I had heard of problems in California in which malicious actors would book appointments and then try to sell appointment times to customers. In anticipation of this, the user flow would begin with identifying information, such as name and D.O.B. and a phone number. This way a two-factor authentication could be used should be needed in the future.

Following this information collection, the next segment would require the customer to provide qualifying information to proceed with the process. Not all customers are prepared for a driving test and should not be able to book an appointment accordingly. For example, in Florida a Learner’s Permit is required for one year if a driver is under 18 years old, so allowing a customer who has not met such a requirement is withholding an appointment for another customer who would otherwise be qualified to take a driving test.

After the qualifying questions, the final step of the process would be date and time selection for the appointment. The caveat to this section would be that I had to set parameters for how far out customers would be able to book so proper staffing of driving tests could be ensured.

Between the administrator at the Tax Collector’s Office and myself, we went through three design sprints. The first sprint was a Lo-Fi prototype, demonstrating the proposed flow, functionalities and logic. After the first sprint, I would take the critiques and adjustments, in respect to functionality and logic, and refine. The second sprint resulted in a Hi-Fi prototype. This second sprint took the corrections and refinements for the first sprint and started to include colors, standardized typography, and properly aligned/spaced elements. The third Hi-Fi prototype was a polished version of the second Hi-Fi prototype, it also included the first sprint of the Lo-Fi prototype for the Official View. The true functionality and usability of the third Hi-Fi prototype would not be realized until we had developed the Official View of the platform.

Design & Dev: Official View

Concurrently with the third sprint of the Customer View I had started the first sprint of the Official View. This way we could finally preview the relationship between the Customer View and Official View. The Official View was segmented into three sprints, one Lo-Fi Prototype and two Hi-Fi prototypes.

The Lo-Fi prototype demonstrated the basic functionalities of the platform CSRs (customer service representatives). There would be a Dashboard which displayed the number of appointments for “today” and the number of appointments “tomorrow”. There was also a calendar which allowed CSRs to select a date and preview the appointments and availability for that day. This “Date Selected” page would allow a CSR to select specific appointments and then review customer information, reschedule/cancel appointments and leave internal notes regarding the appointment.

The following two sprints would refine then polish the features and UI of this Official View. The goal for CSRs was for them to have access to all the information necessary for appointment management but for that information not to be displayed collectively (all on one screen or otherwise cluttered). Instead, CSRs would be allowed a similar user experience to customers, having a sequential-like experience to information so access data would be more step-by-step as opposed to a “Web 1.0) experience like many current government software products operate.

The finished product, which I’d consider the “Beta MVP’, needed a name. Using the word “refetch” did not seem feasible to me, I could foresee CSRs telling customers the name and there being more hassle spelling the name. I wanted something that explicitely stated it was for Florida also. After research and brand theorizing I arrived at the name DriveFlorida. The words “drive” and “Florida” could be clearly conveyed over the phone and the name was relevant to what the platform related to.


The finished product, which I’d consider the “Beta MVP’, needed a name. Using the word “refetch” did not seem feasible to me, I could foresee CSRs telling customers the name and there being more hassle spelling the name. I wanted something that explicitly stated it was for Florida also. After research and brand theorizing I arrived at the name DriveFlorida. The words “drive” and “Florida” could be clearly conveyed over the phone and the name was relevant to what the platform related to.

DriveFlorida was ready for launch and on May 24, 2023 it went live! Two years and multiple journeys and letdowns culminated in the moment of a live product. We would start with just one or two employees using the system and we ran into a couple problems two weeks after launch, but bugs were fixed and improvements had been made along the way. Although it was the end of this season of uncertainty, the next season had just begun.


DriveFlorida is live and in use, and at the time of writing this (Aug 12, 2023) close to 300 appointments have been booked on the platform. I have been using this time, from launch until Fall, to allow usage to learn, fix bugs, add features, and ideate on the future of DriveFlorida. The next phase will be scalability implementation and the goal is to onboard another county by the end of 2023.