Since first project
245+Projects delivered for operators across the retail, logistics and industrial segments.
Five business lines, one operating model. This deck sets out where the demand is, how we serve it today, and what the next three years of growth are built on.
Four sections, read in order. The first two frame the market we operate in, the last two set out the model and the terms of the round.
↙Introduction
Who we are, where we operate, and the position we hold in our segment today.
Problem & solution
The cost operators carry today, and the part of it our product removes.
Business model
How revenue is earned, retained and expanded across the two channels.
Investment opportunity
Use of proceeds, the milestones attached to them, and the terms on offer.
The company was founded in
2025Two founders, one service contract, and a conviction that the back office of mid-market operators had been left behind.
We build and operate the systems that mid-market companies run their daily business on — ordering, stock, invoicing and the reporting that sits on top of all three. One platform, deployed in weeks rather than quarters.
Today we serve 240 operators in nine countries, with a team of 68 split between product and delivery. Growth has been funded by revenue since the second year of trading.
Potential
156%Compound growth of the addressable segment over the last four reported years.
Target audience
Business
professionals
Operations and finance leads in companies of 50 to 500 people, buying to replace a stack of spreadsheets and one ageing licence.
General
consumers
The end customers of those operators, who never see the platform but feel it in delivery times and in what a promised date is worth.
Market
opportunity
From awareness to conversion
Three motions run in parallel, each with its own cost of acquisition and its own owner. Nothing here is left to the assumption that a good product sells itself.
Priced against the saving it produces, not against the seat count. The buyer signs on a number they can audit themselves after one quarter.
Value-based
selling
Documentation, benchmarks and two calculators that rank on the queries our buyers actually type. Half of new pipeline arrives this way.
Inbound
sales
A named list of 400 operators, worked by two teams against a single qualification standard. No volume outreach, no bought data.
Outbound
sales
Key features and functionality
Two product lines on one core. What changes between them is the workflow at the front, never the ledger underneath — which is why a customer moves from one to the other without a migration.
01
Retail business
Point of sale, stock and replenishment for operators running between three and forty outlets.
02
Direct selling
Order capture, commissions and payouts for field networks, settled on the same weekly cycle.
Jordan Parker
Leader of the company
Nely Dean
Manager
John Jonson
Marketing officer
The round closes in June. What follows is a working relationship, not a shareholding — the operators we serve expect the same of us, and it is the only standard we know how to hold.
Talk to us before the term sheet is drawn: the questions asked early are the ones that shape the next three years.
Excellence
through innovation