Most product decisions are made in the moment. These five aren't. They're the constraints we won't compromise on — even when it would be easier, faster, or more profitable in the short run.
For fifteen years investors poured money into single-purpose tools and the world bought them. Then the bill came due. We don't believe in shipping the 137th great point solution. We believe in one platform that connects ten pretty-good things — for less than what one excellent thing costs.
Read the essayThe model that seemed fair in 2012 punishes the teams that grow the fastest. Hire a person, pay every vendor for the right to keep using their software. We won't charge it. One subscription, one bill — add seats freely. Growth shouldn't be a budgeting event.
Most SaaS "free plans" are 14-day timers wearing the word. Ours isn't. VCard, Link-in-Bio, three users, no card — for as long as you want. We made it real because switching is the actual ask, and we won't pretend otherwise.
Most SaaS rev-share schemes are a 10–20% finder's fee dressed up as a partnership. We pay agencies and consultants 85% of every client subscription, routed through Stripe Connect automatically. Twelve clients at $299/mo nets ~$32K/year — without you ever building software.
See agency planFeatures get copied in a quarter. Data gets commoditized in a year. What doesn't commoditize is the organizational alignment to ship modules that genuinely work together. One identity, one workflow engine, one billing — 150 modules built on top. That's the only durable advantage we think there is.
If any of this resonates, the easiest thing is to read the founder letter behind it — it's the long version of why we're willing to bet the company on these five.
