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Research methodology This case is based on conversations with Wande, co-author of this teaching case and the founder of Wandi Cravings in early 2025. The interview explored her entrepreneurial journey in Nigeria, her transition to the UK and the dilemmas she faced in attempting to launch a food van without prior project management training. Follow-up conversations provided additional detail on her decision-making process, resource constraints and interactions with stakeholders such as local council regulators, vehicle suppliers and members of the diaspora community. The narrative has been anonymised in some places to protect the identities of third parties (e.g. suppliers), but Wande herself is presented as a character closely reflecting the real entrepreneur’s voice, aspirations and challenges. The case is intended for teaching purposes only. It does not aim to provide a comprehensive business history of Wandi Cravings but instead uses Wande’s experience to highlight project definition, planning and execution dilemmas faced by first-time entrepreneurs entering new markets. Case overview/synopsis This case follows Wande, a Nigerian entrepreneur and founder of Wandi Cravings, as she seeks to expand her brand into the UK through a food van in Leicester. Having grown her business in Lagos through instinct, networks and – persistence, Wande now confronts a very different environment – one defined by regulation, limited capital and new consumer expectations. The food van appears to be the most viable entry point: mobile, flexible and relatively low-cost. Yet once the decision is made, Wande realises that her idea remains hazy and unstructured. The narrative highlights the challenges of defining a project without formal project management training. What counts as deliverables? How should outcomes and success be measured? How can time and resources be realistically managed under visa constraints and ongoing obligations to Nigerian outlets? Stakeholder pressures – from regulators, suppliers, designers, staff, event organisers and diaspora communities – complicate the picture, while uncertainties around licensing delays, weather, consumer uptake and cost inflation add further risk. Students are invited to step into Wande’s shoes and apply core project management tools: work breakdown structures, scheduling, stakeholder analysis, risk registers and scope definition. The case provides raw exhibits but leaves the structuring to the classroom. Complexity academic level This case is designed for postgraduate students in project management and entrepreneurship. It is particularly relevant for modules on project planning and control, small business management or entrepreneurship in emerging and international contexts.