We've started a venture.

We've started a venture. We think we can get to $5M ARR within 3 years. We might be wrong (we aren't though).

The software we built gives companies the ability to recapture millions of dollars that they are currently flushing down the drain on quality issues. And incidentally, it drives safety culture like crazy.

But here's the thing: We are a couple of knuckleheads. And we've never done this before.

We're relatively smart knuckleheads, but knuckleheads nonetheless. But we stumbled upon something with a lot of potential, that somehow nobody else had figured out yet. We've validated the idea with some very smart people, and we're confident we're at least on the right track. And we keep seeing signs that confirm that (fingers crossed it's not just confirmation bias).

Here's where we're at:

We've spent the last 2 years building a fairly sophisticated software platform for managing and improving quality and safety. Now we're bringing it to market.

We have several clients in beta at this point, and we're learning a lot from that experience.

We've got a plan to scale fairly rapidly in the next 6 months. It's going to be interesting and exciting to see how it works!

But I want to share our story from the beginning, so here it is.

My brother Ryder and I started talking about building this platform back in 2019. Back then, we were only thinking about it in the context of construction safety.

Ryder was working as a safety leader in a construction company, and he was increasingly frustrated about the lack of leverage he had to really move the needle on safety (translation: it's hard enough to get people to care about safety when the company culture supports them—you can forget about people caring if it doesn't).

Ryder didn't want to settle for a mediocre program. But he knew there was something major that was missing—but he couldn't quite put his finger on it. It wasn't budget. It wasn't a fancier or more expensive safety platform. It wasn't that he needed more authority, or to be more "inspiring". There was something fundamentally wrong with the way safety was being run, and it was keeping safety performance at his company from evolving to the next level.

We talked through the problem from every angle we could think of. At first it was hard to articulate the issues—I'm not sure we even fully grasped them at first. We had to wrestle with the ideas a lot. We looked at the software tools that were out there.

We came up with our first concept after a couple of months, and thought we had figured it out (spoiler: we hadn't). After a few months of market research, we eventually decided we didn't have a sellable product, and we shelved the idea.

We went on with our lives. Eventually, Ryder and I ended up working together at the same solar company—he was in charge of safety, I was leading a sales team. And while we were there, the pieces clicked into place.

Ryder came to me and told me he'd figured it out. And he had. We took pieces from our original plan that we'd scrapped, fitted them together with some new ideas, and mapped out something totally different than anything else in the market.