Words from founders who've been through it

The situation

A founder four months into a B2B software product felt that every week brought a new priority. She was making decisions quickly but wasn't sure if she was building the right things. Revenue was minimal, the team was two people, and she needed someone to help her read the situation without judging the chaos.

What we did

The First Steps Review session focused on the business model and the decision-making rhythm rather than on specific features or roadmap items. We identified three things that actually mattered for the next 60 days and removed twelve others from the mental list she'd been carrying.

The outcome

Within six weeks, the founder had her first paying customer. She said afterward that naming the three priorities had made it easier to say no to everything else. The written summary she shared with her co-founder resolved a disagreement they'd had for weeks about which direction to focus on.

The situation

A Bogotá-based consumer brand had been talking informally with a local angel group for several months. Two meetings had been scheduled and postponed because the founder didn't feel ready. The company had twelve months of revenue and a clear product, but no organized way to present the financials or the story.

What we did

The Readiness Study included a full review of the financials, three working sessions over four weeks, an investor-facing overview document, and a rehearsal session where we played the role of the investors. The founder answered roughly twenty questions she'd never had to put into words before.

The outcome

The investor meeting took place six weeks after the Readiness Study concluded. The founder reported that the rehearsal session was the most useful part — two of the questions the investors asked were almost identical to ones we'd practiced. The meeting led to a follow-up with a term sheet discussion.

The situation

A professional services company based in Cali had been operating for fourteen months and had consistent revenue but an unclear sense of where to grow next. The founder was managing four people and felt like he was making decisions in isolation, even though the company was doing reasonably well.

What we did

The Build Companion arrangement over three months focused on a different theme each month: clarifying the offer in the first month, reviewing the team structure in the second, and setting direction for the following quarter in the third. Six fortnightly sessions with written summaries after each one.

The outcome

By the end of the three months, the company had refined its core offer to two service lines from four, hired one more person in a role that had been undefined for months, and had a plan for the next quarter that the whole team understood. The founder later told us the shared working plan had become the reference document he came back to weekly.