About
I built this because I got it wrong the first time
I founded a company. I had to sell it. Not the ending I planned, and the honest version is that most of what went wrong was avoidable — I just did not know it at the time, and nobody around me was going to volunteer it.
The first time you do this, the hard part is not the work. It is that you do not know what you do not know. You do not know which decisions are load-bearing and which ones you can walk back. You do not know how much to raise or when to start asking. You do not know that the hire you are about to make will cost you four months of runway and unblock nothing. You find all of it out afterwards, which is the worst possible time.
So you ask people. And you get advice that is confident, contradictory, and shaped entirely by whatever happened to work for the person giving it. I got some brilliant advice. I also got advice that cost me. Telling one from the other is a skill you only have once you no longer need it.
Since then I have watched founders around me do this too. Some of them made it. Some of them did not, and a few of those failed for reasons that were visible months ahead of time to anyone who knew where to look. The gap between the two groups was rarely the idea, and it was almost never how hard anyone worked. It was whether they had a picture of what was coming.
That is what this is. Not a template, not a course, not another tool for people who already have their act together. It is the thing I wanted at the start: somewhere to lay out the whole path, see what each step actually costs, and understand the parts of this world that are usually learned by walking into them.
What I am trying to do with it
Plan ahead, not in hindsight
Most founder mistakes are visible in advance if the plan is in one place and the numbers are attached to it. The point of this is to move the moment you find out from afterwards to before.
Say the quiet parts out loud
How much to raise and why. What a hire really costs. What investors are actually reading. This world runs on knowledge that circulates privately, and there is no good reason for that.
One place, current
Your plan, your numbers, your deck and what you tell investors should be the same thing. When they drift apart you spend your week reconciling them instead of building.
Never guess at your numbers
If something can be calculated it gets calculated, and if it is missing it is shown as missing. A plausible-looking number you did not provide is worse than a blank, because you will act on it.
Where it is going
This gets built out as it goes. Features come from what founders using it actually ask for, and from the partners I bring in along the way — people who can add something I cannot. The list of what is here will look different in six months, and it should.
If you are using it and something is missing, tell me. That is not a customer-service line, it is genuinely how the roadmap gets decided. Write to me — I read everything.
What I will not do
Where we are
It is early. The roadmap is being shaped by the founders using it, support is me answering email, and legal text is issued on request while it is being finalised.
What is built today · How your data is handled · What it costs
Talk to me
- info@foundiry.com
What Foundiry does, whether it fits your stage, anything pre-signup.
- feedback@foundiry.com
What is missing, what is clumsy, what you expected to happen instead.
- support@foundiry.com
Include your workspace name and what you were doing when it broke.
- billing@foundiry.com
Invoices, plan changes, credit balance questions.
- security@foundiry.com
Suspected vulnerabilities. Please do not include working exploits in the first message.
Prefer a form? Contact us — it routes to these same inboxes.
Company details
Entity and registration details, signed DPAs and prior consent versions are issued on request during the beta — see Legal.