Growth partner for new software-enabled revenue
You know your market better than anyone. We know how to build the software, shape it into a product, and run it. Neither of us can find this new business alone — so we find it together, by building it and putting it in front of buyers.
Start a conversation → see how it works ↓Have you developed expertise that helps you profitably deliver value to your customers — but isn't itself what they pay you for? A tool you built because nothing on the market fit. Data you've accumulated just by operating. A method your people run in their heads. Did you know it could become its own line of business?
Years of it. Nobody outside your business could assemble it. You've never thought of it as a product because collecting it was never the point.
Bundled in to sell something else — hardware, a subscription, a service contract. Free to your customer. Not free to you.
Or in a spreadsheet nobody else could operate. Your industry has no standard for it. You built one because you had to.
The most successful businesses built this way started with somebody asking. A peer who wanted to license the tool. A customer who asked whether you'd run it for them. An investor who offered to buy it outright. Most owners say no, or don't know what to do with the question, and it goes quiet.
Has anyone ever asked to buy it, license it, or have you run it for them?
If so, the most expensive market research you will ever need has already been done for you, for free. And if nobody has, that may only mean the question hasn't reached you yet.
Either way: something being valuable inside your business — even valuable to others — still doesn't mean there's a business in it. That's the part worth finding out before you bet on it.
You know your business. You know your industry. You know what you do well. You don't know evaluating, extracting, and monetizing a new offering. The potential new line of business requires it all: not on paper, in practice. By building, not forecasting.
That's what symbiotic means here: we can only do it together — you can't do it alone, and we don't even know it's a thing.
Our half is the discovery. It begins with imagination and gets concrete fast: real things, shown to real people. There are three directions worth checking, and each one draws on something you already know.
You had to get good at something outside your core business — because it was breaking, or costing you, or nobody sold a solution. Your peers have the same problem, and nobody sells them a solution either. Uses what you know about running your business.
Not strangers — your own suppliers; the integrators and specialists who install and configure your product; your customers' customers. You understand them, you already transact with them, and you have never sold them anything. Uses what you know about your market.
The requests you've been politely declining for years because they aren't what you do. Some of them are a business — and you don't have to invent anything, you just have to package it so they can buy it. Uses what you know about your customers.
And one direction that isn't on the list. Building the platform for your whole industry. It's the first idea everyone has and it's the one that eats companies — GE spent roughly four billion dollars and six years on that bet before selling off the pieces. Trumpf and Klöckner made the same wager and let go of theirs. Every example above started narrow: one problem, one buyer, one engine line. We will push you toward narrow.
There may not be a business here, and the engagement is built so we can say so. A firm paid to build will always find something worth building. A studio that took equity needs the answer to be yes. We run the test and tell you what it says.
We put your asset through the three directions and generate real candidates — then throw most of them away. The one that survives has a buyer we can reach and a question we can answer.
With youThe smallest build that can produce a real market answer, in front of real buyers. Then narrower. We find the fit by narrowing into the niche where your knowledge is concentrated — not by broadening until something sticks. Expect more than one cycle.
Is there a business here? Sometimes the answer is no, and you've bought that answer cheaply instead of discovering it two or ten years in. After two or ten years of payroll, marketing, consultants, and divided attention. Sometimes it's yes, and then there's a second conversation to have.
We build, operate, evolve, and maintain it with you, with a stake in how it does. A product isn't a deliverable, it needs running, and we run it.
Simbiotrek scalesBeck Technology took ten years to go from internal tool to commercial launch. We are not going to promise you a compressed buildout — anyone who does is selling you hours. What we compress is the decision: how fast you know whether this is worth committing to, and how little it costs you to find out.
It never found its market. We took over its development and direction, recombined its core into a second product that is showing real signs of fit, and are now building a third — narrowed to a specific use case, in play with a large brands group for their 2027 fiscal year.
They could build anything — nearly three decades of custom software behind them. They brought us in to find the profitable market fit. It's already profitable and growing ARR year over year. It hasn't reached software economics yet — the 80%-plus gross margin that separates a product business from a very good services business. We're narrowing into named verticals, one trade at a time, to get there.
Neither has had its breakthrough yet: one is still looking for its market, the other for software margins.
“Through my experience across nine different industries, and across departments and executive teams, I bring novel perspectives to the toughest problems, and help established businesses understand, anticipate, and adapt to create more value for the people they serve.”
22 years from IBM compiler engineering, through Globant's digital practice, to founding Simbiotrek — building software, leading teams, and shipping products in insurance, manufacturing, industrial automation, healthcare, retail, construction, aerospace, automotive, and telecommunications.
The pattern doesn't respect industry boundaries, and neither do the answers. Retail web-commerce thinking is how a B2B buyer got ERP-integrated purchasing; the insurance agent portal that finally worked was a consumer quote flow underneath. The biggest one was a whole business model: a Fortune 500 industrial company carried the software industry's as-a-service model onto the plant floor. That strategy wasn't ours; the customer-experience program that made it succeed was. Most of what a business needs next has already been solved somewhere it would never think to look — and knowing where to look is most of the job.
If somebody has asked for the thing you built for yourselves — or you've always half-wondered whether there was a business in it — that's the conversation. No intake form, no sales cycle.