This thesis explores how service blueprinting accelerates time-to-market in the venture building process. Venture building studios and independent founders face persistent challenges in translating business ideas into market-ready offerings quickly and with confidence. Service blueprinting, a visualization technique from service design, maps service ecosystems across frontstage, backstage, and support layers, offering a potential mechanism for addressing these challenges. Drawing on the Theory of Constraints, New Service Development frameworks, and service design theory, this study examines specific pathways through which service blueprinting influences venture development speed.Seven semi-structured interviews were conducted with venture building practitioners across diverse contexts, including venture building studios, corporate innovation units, and deep-tech commercialization labs. Data were analyzed using a hybrid deductive-inductive thematic approach, producing eight a priori code families, nine inductive codes, and six thematic clusters describing how service blueprints function across venture contexts.The findings reveal that service blueprints accelerate time-to-market through three primary mechanisms: structural clarity, which translates abstract concepts into concrete processes; preventative decision-making, which enables teams to pivot on paper before committing resources; and coordination compression, which reduces misalignment across cross-functional teams. However, blueprinting delivers the greatest value when ventures involve multiple stakeholders or complex service ecosystems. The study identifies a tension between the structure blueprints provide and the agility ventures require, suggesting that effective implementation depends on treating blueprints as living tools rather than fixed documentation.