85 products in 10 years.

Eighty-five products in ten years is not an ambition. It is a constraint. It works out to roughly one product every six weeks, which is short enough that a product cannot become a roadmap, and long enough to build something that actually works.

Platforms fail in a specific way. They grow to cover every case, and in covering every case they stop being good at the one that made you buy. You end up paying for forty features to use one. We would rather build that one feature properly, charge a fair price for it, and leave the other thirty-nine to someone else.

So each product in the stack answers a single question. If it needs a second sentence to explain, it is two products, and we build the more expensive problem first. When it is done, it is done. We do not keep adding to it to justify a subscription.

The team is small and stays small. There are no layers and no committee — the people building are the people deciding. That is the only reason six weeks is possible.

I spent six years in performance marketing. Google, Meta and Canonical certified, most of it buying attention for other people’s businesses.

The same thing kept happening. We would fill the pipeline, the client would celebrate, and then the leads would sit. Someone replied on Thursday to an enquiry that arrived on Monday. By then the person had bought from whoever answered first. A lot of money died in that gap.

The other pattern was tools. A business pays for a platform with forty features, uses one, and still does not have the thing it needed.

So I stopped optimising campaigns and started building. Velora is the first — it exists because replying in the first hour beats replying in the third day, and nothing else needed to be in it.

That is how we work now. One problem, one product, ship it, price it honestly, move on. Product 01 is live. 84 to go.