We build what wins you market share.

Traction

Early, and real.

Combined annual revenue of the operating businesses using systems we built.

The problem

Automation is the floor, not the edge.

Put any employee in front of an AI chat and their everyday work is already drastically automated. That is real. It is also the part everyone else gets too.

Any company can do this.

There is no moat in a subscription. Buying seats and telling people to use them is a decision, not an advantage — and it is available to every competitor you have, at the same price, this afternoon.

So it only knocks out the ones doing nothing.

A small handful of competitors drop out at this stage: the ones who ignored AI entirely. Everybody else arrives exactly where you did. Same tools, same speed, same margin.

Then the floor becomes the new normal.

Once the whole market has it, nobody has it. Efficiency gets competed away into price, and you end up doing the same work for less.

We still tell every client to automate. It is cheap, it works, and skipping it would be negligent. We just tell them the same day that it is not where the leap is.

What we build

New processes, not faster old ones.

The leap you are actually looking for sits behind a harder problem: inventing processes that were not possible before AI. Those are almost never back-office. They are things your customers touch, that you price and sell.

Back-office automation

• Makes the work you already do cheaper
• Available to anyone with a credit card
• Compounds into margin
• Your competitors ship it too

Market-facing AI products

• Makes work possible that was not before
• Has to be invented for your business
• Compounds into market share
• Your competitors cannot buy it

Both belong in a serious AI strategy. Only one of them changes where you stand in the market.

Why us

We are not developers. We are entrepreneurs who code.

Innovation with software runs in our blood. That is a different job from taking a specification and returning an invoice.

Built businesses, not tickets

We have carried the P&L. When the choice is between the elegant build and the one that earns sooner, we already know which we are picking, and why.

Design thinking that came from users

Usability instincts from years of shipping software people actually used and paid for. Not from a component library and a brand guide.

Invention is the deliverable

Anyone can implement what you specify. The value is in seeing the product that should exist and that nobody has asked for yet, because last year it could not.

Network

Building it is half the job. Distribution is the other half.

We sit inside a network of more than 200 startups we can collaborate with. Cross-integrations between their products and yours become distribution channels you did not have to buy — and that your competitors have no way to rent.

• Startups in the network we can collaborate with, each one with an audience of its own.
• Cross-integrations of exactly this kind that we have already set up between them.
• Close to $700K of startup resources we can tap into through those collaborations.

How a network becomes a channel

• We look through the network for the companies whose users already have the problem your product solves.
• The integration is built both ways, so each side is handing its own users something they wanted anyway.
• Nobody buys attention. Two products that already have it introduce each other.

Building the thing is the part everyone talks about. Getting it in front of people is the part that decides whether it was worth building.

How we work

Direction over perfection. Test quickly.

This is an iterative, inventive process. In our experience the scoped project never looks the same when it is delivered — and that is the process working, not failing.

Prototype, before you pay

You get a working prototype before any money is exchanged. Not a deck, not a mockup — something you can open, click through and feel the vision in. If it does not land, you have lost nothing.

Build months

Then we build aggressively. Direction over perfection: get it real, get it in front of people, and correct from what actually happens instead of what we assumed in week one.

Delivery

What ships is rarely what was scoped. Better inventions surface once the thing exists and people use it. We would rather deliver what you actually need than what we both guessed at the start.

We stay on as product lead

Maintenance is the floor of it. We take the role of head of product for what we built — liaising with your marketing department, keeping communication open with tester groups, owning the thing rather than just patching it. You reach us directly for iterations, changes and bug reports, and the average iteration is completed within two hours of contact.

If the delivered product matched the original scope exactly, nobody learned anything on the way.

Our offer

One fixed fee up front. The rest moves when you do.

Three ways we are paid, and only the first is a fixed number — agreed once you have clicked through the prototype, never before it. The other two are percentages, so they only earn us anything while the product is earning you something.

The one fixed number (One-time)

We come in as entrepreneurs who have built and sold software, go through the business properly, and decide with you which market-facing product would actually move your share of the market. One fee covers that decision and the build that follows.

Instead of a maintenance retainer (% of product revenue)

We stay on as head of product for the first months — tech lead on what we built, and the line between it, your marketing team and the rest of the business. That work scales with the platform, which is exactly why what we are paid should scale with it. A flat retainer charges the same whether the product compounds or stalls.

Instead of a media budget (% of partnership revenue)

Where the product earns through cross-integrations we arrange inside our network, we take a share of that revenue. No capital up front and nothing spent on attention — the channel is paid for out of what it produces, or it costs you nothing at all.

• What should exist — the analysis, the argument and the product decision, made with you rather than handed to you.
• What gets built — the MVP and the first real version, shipped fast and corrected in flight.

You can end the share whenever you want.

It is never enforced. Say the word and it runs for three more months, then stops. There is no notice period to argue about and no contract built to make leaving expensive — if we are not still worth it, we should not still be paid.

One exception, and we would rather state it here than bury it in a clause: where our network brought you a partnership and that partnership is still producing revenue, our percentage of that revenue continues for as long as it does.

Who it is for

Operating businesses with something to defend.

We work best with companies that already have revenue, customers and a market position worth growing — and an owner who can say yes without a committee.

A strong fit

• Real revenue and real operational volume, not a pre-launch idea.
• A market position you would rather grow than merely hold.
• An owner or operator who can make the call in the room.
• Appetite to put something new in front of customers, not only behind the scenes.
• Already automating, or willing to, so there is a floor to build on top of.

Probably not yet

• You want a fixed specification built to the letter and unchanged.
• The goal is purely cost reduction, with no customer-facing ambition.
• There is budget for a pilot and nothing behind it.
• The process you would build on does not exist yet.

FAQ

Questions, answered.

Do you build back-office automations too?

Yes, and we usually recommend them. They are cheap, they work, and skipping them would be negligent. We just will not pretend that is the part that grows your market share.

What does an engagement cost?

Three parts, and only one of them is a fixed number: a build fee covering both the product decision and the engineering, a share of the product's revenue while we run it as head of product, and a share of any revenue it earns through our network. The build fee is scoped once the prototype exists and we both know what we are actually building. The prototype itself costs you nothing, so you see the thing before you see a number.

How long does a build take?

The prototype comes first and comes fast. The aggressive build-out that follows is measured in months rather than quarters, because we correct in flight instead of planning everything up front.

What if we already have AI tools?

Good — that is the floor and you are standing on it. It means we can skip the part everyone does and go straight to what only your business could offer.

Who owns what you build?

You do. It runs your business, so it belongs to your business.

What happens after delivery?

We stay on as the product lead, not just the maintenance contract. That means liaising with your marketing department, keeping communication open with tester groups, and owning the direction of the product alongside the code. You reach us directly for iterations, changes and bug reports, and the average iteration is completed within two hours of contact. It is paid as a share of what the product earns rather than as a flat retainer, so the role is priced the way it actually behaves.

Can we end the revenue share?

Whenever you want. It is never enforced — say the word and it runs for three more months, then stops. There is no notice period to argue about. The one thing that continues is the partnership share: where our network brought you a channel and that channel is still producing revenue, we keep our percentage of what it produces for as long as it produces.

What if the product does not make money?

Then two of the three ways we are paid are zero. That is the point of structuring it this way: the build fee is the only part that does not depend on the outcome, and you agree it after you have already seen a working prototype.

You do not need more automation. You need something to sell.

Thirty minutes to talk through what your business could offer that it could not a year ago. If there is something there, you will have a prototype before you have an invoice.

Book a call · melker@veyra-automations.com