You are building toward an exit you have never seen.
Three problems, three companies, three sales since 1999. Most of what decides the price is settled years before anyone opens a data room, and almost none of it is the product.
Co-founder, or hands-on
One company at a time, doing real work rather than advising from the outside. What that looks like depends on the stage. It is not a monthly call and a deck review.
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 Agency AI Solutions, where I was also chairman.
It has worked that way twice: a board seat and an investment at Workofo, and chairman plus $1M at Agency AI Solutions.
Start, build, scale, raise, sell. All five, three times.
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.
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.
AI companies
Where the hard part is adoption and trust, not the model.
One at a time
I am not building a portfolio. You get the whole of my attention or none of it.
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.