When Ilios Aerospace entered the NSF I-Corps program, their idea was clear: design a light-sport aircraft that is more affordable, easier to manufacture and assemble. What wasn’t clear? Who their customer really was and what they wanted.
Like many startups, Ilios Aerospace began with a technology-first mindset. Pedro Cupertino, aerospace engineer and entrepreneurial lead, admits that his initial approach was all about the product. Building an aircraft started as a passion project for him, a hobby that evolved into a business idea when FAA regulations changed creating more opportunity in the market. The I-Corps process challenged that thinking from day one and shifted his focus to the customer. Pedro summed it up: “I needed to know what the customer needs. This is something that engineering degrees usually don’t teach—go talk to the customer and understand what they want… go make something that is not just what you want, but also what they (customers) want to buy.”
This wasn’t just a philosophical shift; it changed the trajectory of their design. Instead of assuming what pilots wanted, the team learned to validate every decision through interviews. Questions like “Do you prefer two seats or four?” and “Which engine do you trust?” became critical. The answers surprised them. For example, they discovered that many customers were transitioning away from Rotax engines to Continental. Even the aircraft’s amphibious capability, a feature they thought was universally appealing, needed rethinking. “Initially, it was just amphibious because we thought people that don’t land in water would buy anyway. But they didn’t like the amphibious option…. so, our idea had to change. We made the floats modular so people could add the amphibious option if they wanted,” Pedro explains.
By listening first, Ilios Aerospace avoided costly missteps and is now building a product aligned with real market demand.
The regional I-Corps program sets a goal of 20 interviews. Ilios Aerospace did 105 in five weeks. Why? Because every conversation revealed something new. Pedro shared: “We started asking all these questions through the interviews about design, seats, engines, amphibious options and materials. That’s why we got to 105, and we’re still doing more. We want to check different information to improve our product.”
Those interviews uncovered critical insights and allowed the team to understand their customer and create a profile– a deep persona – to pinpoint exactly what their customer wants and needs.
This level of engagement didn’t just validate their concept—it gave them confidence to move forward with a design while challenging them to stay flexible.
For Adam Lynch, the team’s industry mentor and partner to Ilios Aerospace, adaptability is non-negotiable: “If the customer doesn’t want it, then it’s not a good idea. You can have the greatest product in the world, and you can get a patent, that’s wonderful, but if nobody is paying you money, then you have no business.”
Ilios Aerospace’s journey is a powerful reminder: innovation isn’t just about building something new, it’s about solving a problem and building something people want. That process often starts with listening. Looking ahead, the team is focused on refining their prototype, improving performance through engineering tests, and preparing for manufacturing. They’re applying for grants, building supplier relationships, and planning for certification all while continuing customer interviews. Their goal? To reach NSF National I-Corps and eventually bring a certified, market-ready aircraft to customers within three years.