Aim for the stars. If you only hit the moon, you have achieved more than anyone else.
That is the standard, not a poster on a wall. I have started three companies and sold all three, and I work hands on now, in AI. My own money goes in where I have a seat.
I am not a consultant. I start at the end and work backwards.
A strategic, data-driven problem-solver is a different animal. I take the end you actually want, work back to where the company stands today, and map the direction, the strategic requirements and the targets in between — using innovation, automation and leading-edge technology. Then I help build it, rather than handing you the map and leaving.
Read it right to left. That is the whole difference.
- 1 The end you want
- 2 Direction
- 3 Strategic requirements
- 4 Targets
- 5 Where you are today
Co-founder, or hands-on
Real work inside the company rather than advice from outside it. What that looks like depends on the stage. It is not a monthly call and a review of a deck.
I invest where I have a seat
I do not put money into companies I cannot affect. A co-founder role or a board seat is the condition, not the cheque, so there is nothing here to pitch me for on its own. The amount follows the commitment: my own money, and up to $1M in the case of Agencii, where I was also chairman.
That is how it has worked both times it has happened: a board seat and an investment at Workofo, and the chair plus $1M at Agencii.
Not just the product. The company around it.
- Products
- Services
- Sales
- Marketing
- Customer success
- Support
- HR
- Finance
- Partner model
- Agile teams
Start, build, win, scale, raise, exit. All six, three times.
- Start 3 founded
- Build 3 platforms
- Win $4M ARR, one customer
- Scale 100 people
- Raise TDC, 40%
- Exit 3 sold
Three companies from nothing, in 1999, 2013 and 2016. The first customer, the first hire, and the first version of a story you have to tell before it is true.
An automated hosting platform. A roaming service stitched across multiple operators. A cloud foundation and the operating model that ran on it. Build fast, fail fast, but know which failures you can afford.
Enterprise selling, done myself rather than hired for. One Cloudeon customer alone ran at $4M of ARR. Long cycles, procurement, security review, and a board on the buyer’s side too — the part most technical founders discover late and price badly.
Twelve people, then fifty, then a hundred. I built our Lithuanian organisation from nothing to fifty people across Vilnius and Kaunas, running 24×7 operations, service development and SaaS innovation, so I know what a second country really costs you.
TDC took 40% of Cloudeon two years after I founded it, a corporate investor running full diligence on a young company. I know what that process asks for and what it exposes.
Three sales, three diligence processes answered from the inside. I know what a buyer looks for, and what an unprepared company gives away on price because of it.
The company is the thing. Poor wrapping still costs you.
Nothing about presentation makes a weak company valuable. What it does is decide how much of a good one a buyer can actually see, and in poor wrapping you get a bad result for a company that deserved better.
Preparing for investment or a sale is an enormous amount of work and it needs a strategy of its own. Most founders treat it as paperwork to assemble once a buyer appears, and by then the things that would have shown the company at its full worth are two years too late to change.
I have done it three times, and once with a corporate investor running full diligence on a two-year-old company. That is the conversation worth having long before you need it.
Most of what is being built now will be cancelled, and not for technical reasons.
of the organisations actually getting money out of AI have fundamentally redesigned how the work happens. Among everyone else it is one in four. The difference has never been the model.
of organisations attribute 5% or more of EBIT to AI and call the impact significant. That share has not moved in a year. The room at the top is still empty.
of agentic-AI projects will be cancelled by the end of 2027, on cost, unclear value and inadequate risk controls. The market is about to get strict.
AI companies
Where the hard part is adoption and trust, not the model.
Early enough to matter
Before the shape is fixed. That is while a different commercial model is still cheap to choose.
A real problem
Preferably one everybody else has stopped questioning.
I am currently helping start Nordio AI and building BrainEon, a business memory that answers with its sources and says so when it does not know.
There is no booking link on this page, deliberately. Writing a few sentences is the filter: if you cannot say what you are building in a paragraph, we are not ready to talk. Tell me what the company is and what stage you are at, the specific ask (co-founder, hands-on help, or money alongside one of those), and what you think the real problem is. No deck needed for a first note.