Build, buy,
and grow.
Whether we start a product from a blank page or take over one someone else built, the job stays the same: understand what customers pay for, cut what they don't, and make the business run without heroics.
Build
We start products where we see a customer problem worth solving and a business that can run cleanly from the first day. Copilot101 is the first company we built this way.
Two or three paragraphs on how you decide what to build. Useful things to cover:
- How a product idea earns the decision to start — what has to be true before you commit.
- What "runs cleanly from day one" means concretely (pricing, support, books, delivery).
- What you learned building Copilot101 that shapes how you'll build the next one.
Buy
We acquire businesses selling digital products in the technology sector, often with one product and a few thousand customers. Our first acquisitions are ahead of us, which works in an early seller's favor: your business gets our full attention, not a slot in a queue.
The detail on what we look for, and how a sale actually runs, is below.
Grow
We give every company the same operating discipline and AI leverage, scaled to fit. We will hold some businesses for many years. Others will reach a point where a different owner can take them further, and we will say so plainly. Either way, customers keep what they paid for.
The kind of business
we're built to own.
Specific criteria save everyone time. If your business fits most of this, we want to hear from you. If it doesn't, we'll tell you quickly rather than let a conversation drift.
This is the section sellers search for and the one that qualifies inbound. Fill in the grid below with your real parameters. Rough ranges are fine; vagueness is not.
[Your range — e.g. $100k–$1M ARR. State a floor and a ceiling so people can self-select.]
[Subscription, one-time purchase, licensing, courses — which of these do you want, and is there one you'd rather avoid?]
[Do you require profitability today, or will you consider break-even businesses with a clear path?]
[Solo founder, small team, contractors? Are you willing to take on employees, and does the founder need to stay on?]
[Any technology constraints, or are you stack-agnostic? Does an aging codebase disqualify a business?]
[US-only, North America, anywhere? Note any legal or tax constraints on where the seller can be based.]
[B2B, B2C, or either? Any customer-concentration limits — e.g. no single customer above a share of revenue?]
[Minimum operating history or revenue track record you'd want to see before taking it seriously.]
What we don't buy.
Saying this plainly is worth more than a longer list of what we do buy.
A short, honest list of disqualifiers. Sellers respect this and it cuts your unqualified inbound sharply. Candidates worth considering:
- Businesses built on a single platform's API or traffic source with no independent channel.
- Anything requiring a large team transfer or physical operations.
- Pre-revenue products, or revenue that depends entirely on the founder's personal audience.
- Categories you simply don't want to operate — name them.
From first email
to closed.
Selling a business you built is not a routine transaction. The least we can do is be clear about what happens next, and when.
Replace the step copy below with how you'll actually run this, and put a realistic duration on each stage. If you haven't closed a deal yet, describe the process you intend to run — just don't imply a track record you don't have.
First conversation
[What you need from a seller to start — a few numbers, a description, nothing formal? How fast do you reply? What does this first call cover?]
Early review
[What you look at before making an offer, what you ask the seller to share, and how long this takes.]
Offer
[How you arrive at a number and how you present it. Worth stating your approach to structure — all cash at close, earn-outs, seller financing — since this is a top seller question.]
Diligence
[What you verify and what you'll ask for. Naming the documents up front lets sellers prepare — and it's exactly the "well-written refund policy" point you make elsewhere on the site.]
Close and transition
[How the handover runs, how long you ask the seller to stay involved, and what happens to customers on day one. This is the part sellers worry about most.]
What changes,
and what doesn't.
Too many micro-businesses change hands and quietly decay because the new owner wanted the revenue, not the work. We bring the same operating rigor to a business with one product and a few thousand customers that we would bring to a far larger company, scaled to fit.
Whoever owns a business next, its customers keep what they paid for. That commitment does not depend on how long we hold it.
Sellers and their customers both read this section. Two short lists work well here:
- What changes: books and reporting, support processes, the AI tooling you bring, roadmap ownership.
- What doesn't: existing licenses honored, pricing commitments, support expectations, the product's name and identity.
Boring on purpose,
with AI leverage.
Clean books, documented processes, dependable delivery. The unglamorous work is where the value gets created, and where most owners stop. Nobody frames a well-written refund policy, yet it is one of the first things a buyer asks to see.
Every company we own runs on AI from day one. The best professionals we know don't use it to do less. They use it to take on work that used to sit out of reach for a small team.
This section currently asserts a capability. One or two specifics would make it credible — for example, the actual work AI absorbs in a business you run (support triage, content, reporting, QA), or the operating checklist every company gets in its first 30 days.
Thinking about what
comes next for your business?
You'll get a plain reply, and a quick answer either way. No queue, no broker in the middle.
Start a conversation