A practice, not an agency.

The practice grew out of building software for founders. Over enough engagements a pattern became hard to ignore. The projects that struggled rarely struggled on engineering. They struggled because nobody had done the work of turning a capable product into something a specific buyer understood, wanted, and would pay for more than once.

So the work moved downstream, to the part everyone assumes will take care of itself. We still read the code and still argue about the roadmap, but the questions we open with are commercial ones. Who is this for, what does it replace, why would they switch, and what has to be true for the second customer to be easier to win than the first.

Engagements arrive in two shapes. Some are behind: the product shipped, the plan assumed revenue by now, and the pipeline disagrees. Others are ahead: something is genuinely working, and the founder wants it to keep working at several times the size without being personally present for every deal. The work looks broadly the same in both cases.

Andriy leads every engagement. The background is technical, which is why the assessment holds up when an engineering team pushes back on it. The last decade has been sales and revenue, which is why the engagement ends in a number.