UK Innovator Founder Visa: Turn Your Innovative Business Idea Into a Real UK Business

Have you developed an innovative business idea and started wondering whether that idea could become a genuine company in the United Kingdom? Perhaps you have identified a problem in healthcare, finance, education, logistics, travel, retail, property, professional services or another industry and believe technology can solve it in a better way. The difficult part is often not having the idea; it is transforming that idea into something structured, commercially realistic, technically credible and capable of growing. This is where the UK Innovator Founder Visa can become relevant for entrepreneurs who want to establish and actively develop an innovative business in the UK. The route is designed around businesses that can demonstrate innovation, viability and scalability, and applicants need an endorsement from an approved endorsing body before applying. The official UK guidance currently confirms that successful Innovator Founder applicants normally receive permission for three years, while eligible founders may later apply for settlement if they satisfy the separate settlement requirements.

For technology entrepreneurs, there is another important piece of the puzzle: turning the business concept into a real product. A business plan can explain what you intend to build, but a well-designed prototype, MVP or functioning technology platform can make the underlying concept much easier to understand and demonstrate. IGen Solution works on this technology and product-development side, helping entrepreneurs transform concepts into professional web platforms, mobile applications, SaaS products, AI solutions, automation systems and industry-specific software. The objective is not simply to create an attractive application and call it innovative. Instead, the technology should connect to a genuine market problem, a clearly defined customer group, a credible business model and a roadmap for growth. Think of your business idea as an architectural concept: the strategy is the blueprint, the technology is the building, and commercial execution is what makes people actually use the building.

What Is the UK Innovator Founder Visa?

The UK Innovator Founder Visa is an immigration route for entrepreneurs seeking to establish and run an innovative business in the United Kingdom. Before applying, an applicant needs to have their business or business idea assessed by an approved endorsing body, which can issue an endorsement if the venture satisfies the relevant requirements. Applicants must also meet other immigration requirements, including the English-language requirement, age requirement and applicable financial requirements. Current GOV.UK guidance states that an applicant generally needs to demonstrate at least £1,270 in personal savings held for 28 consecutive days when the financial requirement applies.

The important point is that the Innovator Founder route is not simply a visa for anyone who wants to open a company in Britain. Your proposed venture needs to fit the route's business requirements, and the endorsement process is central to the application. The business concept therefore needs to be presented as a genuine venture rather than as a generic company offering ordinary services. This distinction matters enormously for technology entrepreneurs because building a standard website-development agency, online shop or consultancy does not automatically make a business innovative. The strength of the opportunity comes from identifying what is genuinely different about your product, how it solves a meaningful problem, why customers would adopt it and how the company can expand.

The Three Core Requirements

At the heart of the Innovator Founder route are three familiar but demanding concepts: innovation, viability and scalability. An innovative business should have something genuinely distinctive about its proposition rather than simply reproducing an established business model with minor cosmetic changes. A viable business should have a credible route to implementation, appropriate resources, realistic financial assumptions and a founder who can actually execute the plan. A scalable business should demonstrate potential to grow beyond a very small operation, potentially through increased customers, revenue, employment, intellectual property, research and development or expansion into broader markets.

Innovative, Viable and Scalable

These three concepts should not be treated as three boxes to tick independently. They need to work together like the three legs of a table. An idea can be highly innovative but commercially unrealistic; it can have a strong market but little meaningful innovation; or it can have a clever technology concept without a credible route to scale. A strong proposition connects the three. For example, imagine an AI-powered healthcare coordination platform that reduces administrative work for clinics, automates appointment workflows and uses intelligent data analysis to improve operational decisions. The technology may provide the innovative component, the commercial model and implementation plan contribute to viability, while a SaaS architecture, repeatable customer acquisition strategy and expansion into multiple healthcare markets can support the scalability argument. The precise assessment, however, belongs to the authorised endorsing body, not the software-development company.

Why Your Business Idea Needs More Than a Website

One of the most common mistakes entrepreneurs make is thinking that building a website automatically turns an idea into a technology business. It does not. A website is a delivery mechanism, not the business itself. If your concept is based on an innovative digital platform, the technology should be connected to a clearly defined customer problem, measurable value proposition, revenue model and product strategy. The same principle applies to mobile applications: having an app in the Apple App Store or Google Play does not, by itself, establish that the underlying venture is innovative, viable or scalable.

This is why product development should begin with questions rather than code. Who is the customer? What problem are you solving? How is the problem currently handled? What makes your proposed approach meaningfully different? Why would a customer pay for it? Can the solution operate across multiple customers without costs increasing at the same rate as revenue? Can it enter other regions? Can additional features, integrations, partnerships or intellectual property create defensibility? These questions transform a vague idea into a business proposition. At IGen Solution, the technology-development process can be structured around these questions so that the resulting product is not merely a collection of screens but a digital representation of the business model.

Turning an Idea Into a Demonstrable Product

Suppose you have a concept for a marketplace connecting businesses with specialised service providers. Your initial idea might fit on a few pages of notes. A technology product, however, could include registration, profiles, search, matching, messaging, payments, reviews, notifications, administration, analytics and reporting. Suddenly the idea has a structure. You can demonstrate how users enter the platform, what problem they experience, how the system solves it and where revenue can be generated.

That transformation can be valuable when preparing a serious business proposition, although it should never be presented as a guarantee of endorsement or immigration success. Technology supports the business case; it does not replace the business case. A polished product with no credible customers, market or growth strategy remains weak. Conversely, a strong business proposition supported by thoughtfully designed technology can give stakeholders a much clearer picture of what the company intends to build and how the innovation could operate in practice.

What Makes a Technology Business Innovative?

Innovation does not necessarily mean inventing a completely new programming language, artificial intelligence model or piece of hardware. In many businesses, innovation comes from combining existing technologies in a new way to solve a problem that is poorly served by existing solutions. The key question is not simply, "What technology are you using?" It is, "What meaningful difference does your solution create?" An AI model, blockchain component, cloud platform or mobile application may be technically impressive, but technology alone does not establish commercial innovation.

Consider a property-management platform. A conventional property portal may simply list properties. An innovative platform could combine intelligent tenant screening, automated maintenance workflows, predictive property alerts, digital contracts, landlord analytics and integrated payment processing into a single operational system. Similarly, an education platform could go beyond video courses by providing adaptive learning pathways, AI-assisted assessment, personalised recommendations and measurable learning analytics. The innovation comes from the product architecture, user experience, business model and outcome, not merely from adding the word "AI" to the homepage.

Examples of Technology-Led Innovation

Potential technology ventures can emerge across almost every sector. Healthcare entrepreneurs might develop remote patient-management systems, clinical workflow platforms or intelligent medical administration tools. FinTech founders may create financial-management platforms, payment solutions, risk-analysis systems or specialised business finance products. EdTech entrepreneurs can develop personalised learning systems, assessment platforms and education marketplaces. Other possibilities include logistics optimisation, travel technology, property platforms, e-commerce infrastructure, business automation, professional marketplaces and industry-specific SaaS products.

The opportunity is particularly interesting when an entrepreneur has firsthand knowledge of an inefficient process. Perhaps hospitals struggle with fragmented administrative workflows, small businesses rely on spreadsheets, logistics operators coordinate vehicles manually, landlords manage maintenance through messages, or schools use disconnected systems for students and teachers. A technology product can potentially bring those processes together. The strongest ideas usually begin with a real problem and then use technology as the engine for solving it, rather than starting with technology and searching for a problem afterward.

How IGen Solution Can Help Entrepreneurs

IGen Solution can support entrepreneurs who need a technology partner to turn an innovation concept into a working digital product. The role is focused on software, product strategy, design, engineering and technology implementation rather than immigration representation. This distinction is important because visa applicants should obtain appropriate professional immigration advice for their individual circumstances. IGen Solution can help build the technology that represents the commercial concept, while the founder remains responsible for the business and the relevant authorised organisations make endorsement and immigration decisions.

Our development approach can cover the complete technology lifecycle. Depending on the project, that may include discovery workshops, product planning, wireframes, UI/UX design, web development, mobile development, backend APIs, databases, cloud infrastructure, payment integration, artificial intelligence, administration systems, analytics and ongoing improvements. The technology stack can then be selected around the product rather than forcing every business into the same technical architecture. This is especially important for startups because the first version needs to be efficient enough to validate the concept while also avoiding technical decisions that make future growth unnecessarily difficult.

Innovation and Product Strategy

Before developers begin writing hundreds of lines of code, the innovation should be translated into a product strategy. That means defining the target audience, primary problem, core solution, unique value proposition, essential features, customer journey and commercial model. A founder may have ten exciting ideas, but an MVP may need only three or four capabilities to prove the central proposition. This prioritisation can save time and money while producing a product that is easier to demonstrate, test and improve.

Product strategy should also consider what happens after launch. If the first 100 customers use the platform successfully, can the system support 1,000? What happens when several businesses require separate accounts? How will administrators monitor activity? What data needs to be stored? What integrations may be required later? How will payments work? What happens when the company enters another country? Thinking about these questions early creates a much stronger foundation than building features one at a time without an overall architecture.

Business and Product Planning

A digital product should have a commercial purpose behind every major feature. The planning process can therefore map the product to customer segments, pricing, revenue streams, acquisition channels and expansion opportunities. For a SaaS product, for example, this could mean defining subscription tiers, account structures, usage limits, billing and customer onboarding. For a marketplace, it could involve provider registration, customer discovery, commissions, bookings, payments, reviews and dispute workflows.

The resulting roadmap can then separate the MVP, future releases and longer-term innovation. This helps prevent the classic startup problem of attempting to build everything simultaneously. A well-defined MVP is not a cheap or incomplete version of a business; it is a focused version designed to prove the most important assumptions. Once those assumptions have evidence behind them, the product can evolve into a larger platform with greater confidence.

Designing the Product Before Development

Professional UI/UX design is another important part of turning an idea into something tangible. Users do not experience your database architecture or API structure; they experience screens, interactions, workflows and outcomes. If a product is confusing, customers may abandon it even when the underlying technology is excellent. A strong interface therefore needs to communicate the value of the innovation quickly while making complex workflows feel simple.

IGen Solution can create user journeys, wireframes, high-fidelity interfaces, responsive web designs and mobile experiences based on the intended product. This can include customer-facing applications, staff portals, business dashboards and administrative systems. The design stage also provides an opportunity to identify missing requirements before development begins. It is much cheaper to discover that a workflow is wrong in a prototype than after the backend, mobile application and payment system have already been built.

UI/UX and Customer Experience

A serious technology product should feel like a real business, not a software demonstration. Branding, typography, navigation, onboarding, forms, dashboards, notifications and error handling all contribute to that impression. For a B2B SaaS product, the experience may need to communicate reliability and efficiency. For a consumer marketplace, speed and simplicity might be more important. For a healthcare platform, trust, clarity and carefully designed workflows could be central to adoption.

The goal is to design around the user rather than around the developer. Every screen should answer a practical question: what does the user need to accomplish here? If the answer is unclear, the interface probably needs refinement. This user-first approach can also help entrepreneurs explain their innovation to potential customers, partners and stakeholders because the product becomes easier to understand visually.

Building Your Web and Mobile Technology

Once the strategy and design are defined, development turns the concept into working technology. Depending on the business model, this could involve a responsive web application, native or cross-platform mobile applications, backend services, APIs, cloud infrastructure, databases and third-party integrations. Modern applications can also incorporate authentication, subscription billing, notifications, analytics, role-based permissions and administrative dashboards. The exact architecture should be selected according to the product's requirements, expected usage and long-term roadmap.

IGen Solution can develop technology products for multiple industries and business models. A platform might include separate experiences for customers, vendors, employees and administrators. A logistics product could require real-time location, driver management and dispatch. A booking platform could require availability, payments and cancellation workflows. An AI platform could require document processing, intelligent search and model integrations. The technology should therefore be treated as a system rather than a single application screen.

MVP Development and Validation

The Minimum Viable Product is often one of the most useful stages for an entrepreneur with a new idea. Instead of spending months building every imaginable feature, an MVP focuses on the smallest product capable of demonstrating the central proposition. It gives the founder something concrete to test with potential users and allows assumptions to be challenged before significant resources are committed.

Imagine an entrepreneur has an idea for a marketplace with twenty planned features. The first release might only need registration, provider profiles, search, booking and payment to validate whether customers actually want the service. Once real users interact with the product, the founder can discover which features matter most. That feedback becomes evidence for the next development cycle. For an innovative business, this continuous learning can be far more valuable than attempting to predict every requirement before launch.

AI, Automation and Intelligent Products

Artificial intelligence is opening new opportunities for entrepreneurs across many industries, but simply adding an AI chatbot does not automatically make a company innovative. The AI should have a clear purpose within the product and produce a meaningful improvement in the customer's experience or business process. Examples could include intelligent recommendations, document analysis, automated customer support, predictive insights, AI-assisted search, workflow automation, data classification or personalised content.

For example, an insurance platform might use AI to analyse submitted documents and identify missing information before an employee reviews a case. A legal technology platform might organise large document collections and provide explanations based on approved sources, while clearly avoiding unsupported legal conclusions. A logistics platform could use intelligent analysis to identify operational patterns. A business-management platform could automate repetitive tasks that previously required employees to move information between different systems. These applications demonstrate how AI can become part of a broader product proposition instead of functioning as a marketing label.

Building a Scalable Technology Architecture

Scalability should be considered from the beginning when the ambition is to build a growing technology business. That does not mean spending a fortune on infrastructure before the first customer arrives. It means making sensible architectural decisions so that the product can evolve without requiring an expensive rebuild every time usage increases. Cloud infrastructure, modular backend services, appropriate database design, caching, API architecture, security practices and monitoring can all contribute to a stronger foundation.

A scalable architecture also needs to support business growth, not just more users. The platform may eventually require multiple subscription plans, additional countries, new payment providers, third-party integrations, employee roles, analytics and enterprise customers. Good architecture creates room for those possibilities. It is similar to constructing a building with additional floors in mind: you do not necessarily build all the floors immediately, but you ensure the foundation can support them when the business is ready.

From Business Concept to Launch

A structured development process can turn an abstract idea into a sequence of manageable milestones. The first stage is understanding the innovation and identifying the problem. The second is product and technology planning, followed by UX/UI design, development, testing and launch. After launch, analytics and customer feedback help determine what should be improved or expanded.

A typical technology roadmap can therefore look like this:

1. Innovation discovery — understand the problem, market and proposed solution.
2. Product strategy — define users, value proposition, features and commercial model.
3. UX/UI design — create the customer journeys and visual product experience.
4. MVP development — build the essential technology required to test the proposition.
5. Testing and refinement — identify technical and usability problems.
6. Launch — release the product to the intended market.
7. Growth and scale — introduce additional functionality, customers, integrations and markets.

The exact process will vary from one venture to another. A healthcare platform may require different security and compliance considerations from a consumer marketplace. A FinTech product may require specialised regulatory planning. A SaaS application may prioritise multi-tenancy and subscription management. The roadmap should therefore be designed around the business rather than copied from another startup.

Can a Technology Product Support an Innovator Founder Application?

A technology product can help an entrepreneur demonstrate how an innovative business concept works, but it is important to use accurate language. Building an app does not guarantee an Innovator Founder endorsement, visa approval or settlement. The official route requires an approved endorsing body to assess the business or business idea, and the founder must meet the relevant immigration requirements.

Technology can nevertheless provide valuable substance to the business proposition. A functioning prototype can demonstrate customer workflows, product functionality and the practical application of the innovation. An MVP can also help a founder validate assumptions and gather market feedback. But the product should be supported by a broader business strategy explaining the problem, market, differentiation, commercial model, founder's role and growth potential. The strongest approach is therefore not "build an app because the visa requires an app"; it is "build the right technology because the business genuinely needs it."

Understanding Endorsement

Endorsement is one of the defining features of the Innovator Founder route. The applicant must have their business or business idea assessed by an approved endorsing body before applying. The endorsing body evaluates the venture against the applicable requirements and, where appropriate, issues the endorsement required for the immigration application. GOV.UK states that organisations can only issue endorsements for new Innovator Founder applications if they appear on the current authorised list.

This makes it important for entrepreneurs to verify the current status of any organisation offering endorsement services. The official list can change, and not every organisation that historically appeared in information about older Innovator or Start-up routes is authorised to endorse new Innovator Founder applications. As of the current GOV.UK list updated in August 2026, the authorised business endorsing bodies include UK Endorsing Services, Innovator International and Envestors Limited, while the Global Entrepreneurs Programme can issue Innovator Founder endorsements for founders who have already been invited to participate in that programme.

Current UK Innovator Founder Endorsing Bodies

The current official list is especially important because online articles can become outdated quickly. According to the GOV.UK guidance updated on 7 August 2026, the current business endorsing bodies include UK Endorsing Services, Innovator International and Envestors Limited. The Global Entrepreneurs Programme is listed separately as an organisation that can issue Innovator Founder endorsements only, with participation subject to its own programme requirements.

The same government guidance states that applicants seeking an Innovator Founder endorsement currently pay £1,000 directly to the endorsing body. Successful applicants must also attend mandatory contact-point meetings, with at least two meetings required during their permission, and the current fee is £500 per meeting. These charges are separate from the visa application and other immigration costs.

Entrepreneurs should therefore approach endorsement as a serious business assessment rather than simply another administrative form. The endorsing organisation needs to understand why the venture is innovative, whether the founder can execute it and whether the business has credible potential. Professional product development can support that story, but it should be integrated with market research, financial planning, commercial strategy and founder capability.

What Happens After You Receive the Visa?

An Innovator Founder visa normally gives the successful applicant permission to stay in the UK for three years. During the route, the founder is expected to remain actively involved in developing the business. GOV.UK states that visa holders need to meet their endorsing body after 12 months and 24 months to demonstrate business progress, and permission can be affected if an endorsement is withdrawn.

This is another reason why the technology product should not be treated as a one-time project. The business needs to develop. Customer feedback should lead to improvements, new features may be introduced, and the commercial strategy may evolve as evidence becomes available. A founder building a genuine technology company should think beyond the first launch and establish a system for product iterations, customer acquisition, operational management and measurable growth.

Innovator Founder Visa and Settlement After Three Years

One of the major attractions of the Innovator Founder route is the potential pathway to Indefinite Leave to Remain (ILR). However, three years of holding the visa does not automatically result in settlement. GOV.UK states that an applicant must meet the settlement requirements, including the relevant residence requirement, endorsement and business-growth conditions. Applicants must also satisfy the Knowledge of Life in the UK requirement where applicable.

The current settlement criteria are particularly important for founders planning long-term. The endorsed business must be registered with Companies House, active and trading, and expected to remain sustainable for at least the following 12 months. The founder must have an active key role in the day-to-day management and development of the business. In addition, the business must meet at least two specified success criteria.

The current criteria include measures such as at least £50,000 invested and actively spent on developing the business, doubling the number of customers in the previous three years while exceeding the average for comparable UK businesses, significant research and development with UK intellectual-property protection, reaching specified revenue levels, or creating qualifying employment. GOV.UK currently lists multiple routes through which the required two success criteria can be demonstrated.

Building a Business That Can Demonstrate Growth

If settlement is part of your long-term plan, it makes sense to think about measurable growth from the beginning. That does not mean attempting to manufacture numbers simply for immigration purposes. It means building a genuine business whose progress can be evidenced through customers, revenue, investment, research and development, intellectual property, employment or other relevant indicators.

Technology can support this process by creating measurable business infrastructure. A SaaS platform can track subscriptions and customer activity. A marketplace can record transactions and customer growth. An e-commerce platform can produce sales analytics. An enterprise application can monitor active organisations and usage. A well-built administration system can provide management data that helps the founder understand whether the company is actually progressing.

The key is authenticity. If the company has real customers and those customers are receiving genuine value, growth metrics become a natural outcome of business execution. The technology should therefore support the business rather than be built merely to create an impressive demonstration. This approach creates a healthier company and provides better evidence of real commercial activity over time.

Why Technology Development Should Start With Business Strategy

There is a temptation to start immediately with technology because software makes ideas feel tangible. You can open a development environment, create a database and see a screen within hours. But speed without direction can become expensive. If the business model changes after six months because the original customer problem was misunderstood, significant parts of the product may need to be rebuilt.

A strategy-first process reduces that risk. Before development begins, the team can map the target users, customer journey, competitive differentiation, revenue model and product priorities. The resulting technical architecture can then be designed around those requirements. This does not make development slower; in many cases, it makes development faster because the team knows what it is actually trying to achieve.

Why Entrepreneurs Choose IGen Solution

IGen Solution provides technology and product-development services for entrepreneurs and businesses looking to turn ideas into functional digital products. Our work can cover AI solutions, web applications, mobile applications, SaaS platforms, business automation, dashboards, APIs, backend systems and industry-specific software. Rather than treating every project as a standard website, the focus is on understanding what the technology needs to accomplish for the business.

For an entrepreneur with a new UK-focused innovation, that can mean moving from a concept document to a visual prototype, then from prototype to MVP and eventually to a full product. The technology can be designed with future integrations, users and markets in mind. Where appropriate, AI, automation, cloud services and third-party integrations can become part of the product architecture. The result should be a genuine technology platform that serves customers and supports the company's commercial objectives.

A Practical Roadmap for Your UK Innovation

If you currently have an innovative idea but have not yet built the technology, you do not necessarily need to start by developing an enormous application. Start by defining the problem and the customer. Explain what is different about your solution and why existing alternatives are insufficient. Then create a realistic product roadmap showing how the innovation can become a working business.

From there, you can move through concept discovery, product strategy, UI/UX design, MVP development, testing, launch and scaling. At each stage, collect evidence and learn from the market. If users do not understand a feature, improve it. If customers want a different workflow, investigate why. If one market responds strongly while another does not, use the evidence to refine the expansion strategy.

For founders considering the Innovator Founder route, the wider objective should be to build a company that can stand on its own commercially. The visa route and business strategy should complement one another rather than being treated as separate projects. Immigration requirements can change, so always verify current requirements through GOV.UK and obtain professional immigration advice where appropriate.

Conclusion

The UK Innovator Founder Visa can provide an opportunity for entrepreneurs who have a genuinely innovative, viable and scalable business concept and want to establish and develop that venture in the United Kingdom. But the opportunity is much bigger than simply obtaining a visa. The real objective should be to turn an idea into a company that solves a meaningful problem, attracts customers, generates sustainable commercial activity and has room to grow.

For technology entrepreneurs, that journey often begins with converting an idea into something tangible. A professional MVP, web platform, mobile application, SaaS product, AI system or automation platform can demonstrate how the proposed solution works and help validate the commercial proposition. IGen Solution can support the technology-development journey, from innovation and product strategy through UI/UX, software development, MVP creation and scalable architecture.

At the same time, no technology company can guarantee an endorsement, visa approval or ILR. Those decisions depend on the applicable UK immigration rules and authorised organisations. The official GOV.UK guidance should always be treated as the primary source for current immigration requirements.

If your idea solves a genuine problem and you believe it can become a scalable UK business, the next step is to turn the concept into a structured product and business proposition.

Concept → Product Strategy → UI/UX → MVP → Technology Platform → Launch → Growth → Scale

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IGen Solution provides technology, product-development and software services. We do not guarantee visa approval, endorsement or ILR. Entrepreneurs should obtain appropriate immigration advice and use the official UK application process.

Frequently Asked Questions

1. Can I use my own innovative business idea for the UK Innovator Founder Visa?

Yes, the Innovator Founder route is intended for entrepreneurs seeking to establish an innovative business in the UK. Your business or business idea must be assessed by an approved endorsing body, and you must satisfy the applicable immigration requirements. The business should demonstrate the required characteristics of innovation, viability and scalability rather than simply being an ordinary business with a website or mobile application.

2. Do I need to have a completed app before applying?

Not necessarily. The route allows assessment of a business or business idea, so a fully completed commercial application is not automatically required. However, the more clearly you can demonstrate the product, customer problem, business model, technology strategy and implementation plan, the easier it may be for stakeholders to understand the venture. A prototype or MVP can be useful evidence of how the concept could operate, but it does not replace the endorsement assessment.

3. Can IGet IGen Solution to build my product for an Innovator Founder business?

Yes. IGen Solution can provide technology and product-development services including product strategy, UI/UX design, web development, mobile development, backend systems, APIs, AI integration, automation and MVP development. The scope would depend on your specific innovation, target customers and technical requirements. The development service is separate from immigration advice and does not guarantee endorsement, visa approval or settlement.

4. Can the Innovator Founder Visa lead to ILR after three years?

Potentially, yes. The current rules allow eligible Innovator Founder applicants to apply for settlement after three years, but three years alone does not guarantee ILR. The applicant must satisfy the applicable residence, endorsement, business and settlement requirements, including demonstrating that the business is active and trading and meeting at least two specified success criteria.

5. How do I start if I only have an idea?

Start by documenting the problem, target customers, proposed solution, competitive difference and commercial model. Then turn the concept into a product roadmap and determine which technology is genuinely necessary to prove the innovation. IGen Solution can help move through the stages from idea discovery to product strategy, UI/UX, MVP development and scalable technology, while an authorised immigration or endorsement professional can advise you on the immigration and endorsement aspects.