Most startups spend a year building something nobody wanted. We're running the opposite experiment — twelve ventures, one a month, each one put in front of real customers and judged by what they do, not by what we hope.
The usual way to build a company looks responsible from the outside. Pick one idea. Raise on a story. Spend eighteen months building it. Then, finally, find out whether anyone actually wanted it.
By the time the answer arrives, it has cost a year, a payroll, and most of the founders' certainty. And the answer is usually no.
We think the expensive part of that process isn't the building. It's the waiting to be wrong. So we cut it out.
When everything rides on a single product, every decision gets heavier than it should. You defend the idea instead of testing it. You read the market through the story you already told investors. You move slowly, because moving fast might reveal that you were wrong.
Twelve small bets behave differently. No single one has to be the company. Each one only has to answer one question — will real customers pay for this? — as fast and as honestly as possible. The winners get more fuel. The rest get cut, and the lesson ships with the next build.
The numbers decide. Opinions don't.
Each venture runs through the same four steps:
Thirty days is not enough time to build everything. It is exactly enough time to build the one thing a customer will pay for, and to find out if they will.
We share the scoreboard — what's live, what's building, what got cut — in real time. The lessons are public. The products stay quiet until they're ready.
That's the trade we're making: radical transparency about the process, and discipline about the launch. You'll see the wins. You'll also see the shutdowns, because a shutdown is data, and pretending otherwise is how studios lie to themselves.
Build 01 is live — software for car dealerships. Build 02 is in progress — AI automation for local service businesses. Ten more to go.
If you want to watch all twelve happen — the launches, the numbers, and the ones we cut — the best seat is the email list.
One short email when a venture launches, scales, or gets cut. No digests, no fluff — just the scoreboard moving.