Innovation is often discussed in big, bold terms — but turning it into something real, scalable, and valuable is a very different challenge. For enterprises, and for the B2B or B2B2C vendors working with them, one of the most critical — and often underestimated — steps is getting the Proof of Concept (PoC) right.
In a recent conversation with Oli Platt, Head of Client Services at NayaOne, we explored 10 key lessons he’s learned from running PoCs that truly move the needle — and pave the way for long-term impact.
Let’s Start with a Few Definitions: What Exactly Is a PoC — and Where Does It Fit?
Before diving into the lessons, it’s worth grounding ourselves in what a Proof of Concept (PoC) really is — and where it fits within the broader innovation and procurement journey. A PoC isn’t just a demo or a trial run; it’s a focused, time-bound experiment designed to test whether a solution can solve a specific business problem in a real-world enterprise context. Done right, it bridges the gap between idea and implementation — helping stakeholders build confidence, align expectations, and make smarter decisions about what to scale.
A quick refresher on how this process usually plays out:
- Discovery & Understanding
This is where it begins. The vendor seeks to deeply understand the enterprise’s priorities and constraints. Meanwhile, the enterprise is evaluating whether the solution aligns with real needs — and whether it’s worth exploring further. - Proof of Concept (PoC)
The PoC is about validation. Can the solution work in the enterprise’s context? Will it deliver value within the organisation’s real-world constraints? Both sides are testing assumptions and assessing potential. - Pilot
If the PoC is successful, a pilot typically follows — integrating the solution into existing systems, with real users and live data. It’s about moving from theory to practice, from promise to performance. - Live
Once the pilot proves out, it’s time to scale. This is where full adoption happens: wider integration, enterprise-wide rollout, and long-term operational support.
Of course, there are critical supporting processes too — things like third-party risk management (TPRM), contracting, and onboarding. These can take 6 – 9 months, though timelines vary widely. For many of the enterprises we work with, TPRM comes after a PoC — saving time and focusing effort only when there’s proven value. For others, TPRM happens earlier, before the PoC kicks off.
Why Run a PoC?
We’re seeing more PoCs than ever across the industry. Enterprises are engaging with more vendors, more frequently — and rightly so. Innovation is moving fast, and staying ahead means constantly evaluating new technologies.
But exploration creates pressure. Time, resources, and attention are limited. That’s why the PoC matters so much — it gives both sides a focused way to answer a high-stakes question: Is this worth taking further?
The faster that clarity comes, the better it is for everyone.
10 Lessons Oli Has Learnt from Running 100+ PoCs a Year
So, what sets a great PoC apart from one that fades into the background? In Oli’s experience, a few consistent factors make all the difference:
1. KPIs, KPIs, KPIs
No success metrics = no success. Every PoC needs a shared, measurable definition of what “good” looks like. Think of it like setting a GPS route — without a clear destination, it’s easy to get lost. Without clear KPIs, it’s impossible to know whether you’ve succeeded — or how to improve.
2. Map the Future User Journey
Understand where the solution fits in the real world: which systems feed into it, where the outputs go, and who’s actually using it day to day. A good PoC is grounded in workflow reality, not just technical theory. The closer the PoC reflects future usage, the easier it is to scale and adopt.
3. Use Case–Specific Data
Test with data that mirrors the real environment. Over-sanitised or irrelevant data might make the solution look good on paper, but it leads to false positives — and problems later. While real-world data is essential to capture edge cases, complexity, and practical constraints, synthetic data can be a powerful tool when real data is limited or sensitive. Used wisely, it helps simulate realistic scenarios and stress-test systems, especially in early stages.
4. Focus on What the Enterprise Actually Cares About
Is compute efficiency critical? Deployment model? Integration depth? UI performance? Don’t boil the ocean — align on what matters most for this specific use case and design the PoC accordingly. A targeted focus ensures limited resources go toward what will actually influence the decision.
5. Make Value Clear for Both Sides
Success should be defined jointly. Enterprises want to solve problems. Vendors want to prove value and move fast. Be clear on the pathway forward: who decides, when, and based on what.
When both sides are aligned, the process becomes faster, more focused, and more productive.
6. Get Broad Buy-In Early
Bring the right people to the table from day one — business, tech, security, architecture. If they’ll be involved in implementation later, include them in the conversation now. Early alignment avoids last-minute blockers and helps build internal momentum for scaling.
7. Let KPIs Evolve
PoCs are learning exercises. Be open to adjusting success metrics as the teams gain clarity around the use case, the constraints, and what success should actually look like. Flexibility enables the PoC to reflect real-world complexity — without losing rigour.
8. Tailor Outcomes to the Audience
Different stakeholders care about different things. Engineers want detail. Executives want business impact. Tailor your outputs accordingly — show value in a way that makes sense in their world. A technically perfect demo is wasted if the strategic value isn’t made visible to decision-makers.
9. Keep the Feedback Loop Open
A clear debrief is essential. Did the PoC hit the mark? Were expectations met? Was the value communicated clearly? Even if the result is a “no,” an open and honest wrap-up helps both sides walk away informed — and better prepared next time. It also shows professionalism and integrity — which vendors and enterprises both remember.
10. A “Failed” PoC Isn’t a Bad One
A PoC that doesn’t go live isn’t a failure. It’s a save — of time, money, and energy. It’s better to find misalignment early than to discover it mid-implementation. For vendors, that’s freedom to focus on better-fit opportunities. For enterprises, it avoids costly deployments and internal fallout. A clear “no” now is better than a painful “why did we do this?” later.
Wrapping Up
Whether you’re an enterprise exploring new solutions or a vendor trying to cut through the noise, the PoC is your proving ground. How you approach it matters.
With the right structure, clear KPIs, and open communication, a PoC becomes more than just a checkpoint in the sales cycle — it becomes the foundation for a long-term partnership, or a confident decision to step away.
Big thanks to Oli, our Head of Client Services, for sharing real-world lessons from countless PoCs. If you’re navigating this process yourself, there’s a lot to learn from his perspective. Let’s talk!
