Building the team behind the exit.

The problem

Plann had product-market fit and three engineers. The product was selling in 160 countries, but every release depended on a couple of people, the roadmap was a list of intentions rather than commitments, and the infrastructure bill climbed with every new signup.

The founders did not need another strategy document. They needed someone accountable for engineering while the business kept selling.

What we did

1. 01Built the team around the workThree engineers to twenty, across four teams and five countries, inside a 50-person company, with four managers reporting in. Hiring, performance and progression frameworks built from nothing, so the team kept working as it grew instead of slowing down.
2. 02Built the platform to carry the growthArchitected on AWS from the ground up to serve three million registered users. Kept the mobile app in-house rather than outsourcing it, and cut two planned features to land it inside one quarter. That was the call that got it shipped.
3. 03Made the company diligence-proofSecurity, cost and ownership documented to the standard an acquirer’s technical team actually asks for. Ran the annual Meta data protection assessment the business’s API access depended on, year after year.

What changed

Revenue went from US$55K to US$300K a month. A new link-in-bio product added 8% to annual revenue. Releases stopped being events, and on-call stopped landing on the founders.

When the acquisition conversation started, the technical answers were already written down. Sell-side due diligence closed in eight weeks. Linktree acquired the business in August 2024, platform and team intact, and kept the team on to run the integration.