Investors
We are building the layer that decides how fast every large company can move.
Each software category models one part of the enterprise and none of them models the operation itself, which is a structural gap rather than a matter of effort.
The thesis
Speed is the one advantage nobody sells
Every advantage a company held in what it knew or who it employed is being competed away, leaving only how fast the organisation itself moves.
Speed is the last advantage that compounds
Capital is available, talent is global and the models are rented from the same three providers, so the only thing left that cannot be bought is how fast a company decides and acts.
And the work was never what was slow
Nothing moves until the system of record, the policy and the accountable person agree, and nothing makes them agree except a person working through it one message at a time.
Coordination grows faster than any team
Every person added brings real capacity and another set of connections to keep in sync, so the coordination itself has to be carried by something that scales on its own.
The gap
Everyone organised the enterprise. Nobody runs it.
A single requisition touches the ERP, the supplier portal, the contract store, the risk database and the payment system, and no vendor that owns one of those can orchestrate the other four.
ERP
SAP, Oracle, Workday
Business data: entities, records and transactions
Enterprise transactions, the system of record
RPA
UiPath, Automation Anywhere
User interaction: keystrokes, screens and clicks
Repetitive, rules-based tasks that mimic people
AI models
OpenAI, Anthropic, Google
General intelligence: language, reasoning and generation
Answers, content and agents a company must build into its operations
ExpertOps AI
Autonomous Operations OS
The operation itself: processes, workflows and decisions across every system
The operation, run end to end across enterprise systems and AI models
The market being created
A market being created, not divided
Every large operator will buy an execution layer this decade.
TAM
$508B
Global market by 2036
ERP, automation and AI converge into one execution layer, growing 13% a year from $150B today.
SAM
$205B
North America, Europe and Asia Pacific
The converged execution layer across the three regions we serve.
SOM
$25B
The companies we can name
About 20,000 US companies with 500+ employees and 40,000 of the same size in Europe and Asia Pacific, at $400K per customer per year in license and service.
Every large operator will buy an execution layer this decade, and it will not come from the vendors who own one record each. It comes from whoever already stands between them, which is the position we have spent twenty-one months building into.
What opens next
Five phases, each opening on a condition
Not on a date, because each phase raises only the capital that phase requires.
Build
Complete
The Logos core, four interfaces, the workflow library and the commercial system.
The platform is live and the first design partner is signed.
Prove
We are here
Enterprise hardening, SSO, audit controls and SOC 2 Type II readiness.
Paying customers in production, with deployment hours measured rather than claimed.
Repeat
Next
Second and third operations per account, ISO 42001 and 27001, the first partner practices.
A partner delivers without us, and an account buys a second operation.
Scale
Ahead
More packaged operations, international delivery and the partner platform.
Most new logos arrive through partners rather than through our own team.
Compound
Ahead
Regulated industry depth, the ecosystem, and the category infrastructure underneath it.
The business funds its own growth from operating cash.
Why it holds
The software is copyable. What accumulates is not.
What compounds with every deployment cannot be bought by shipping the same features.
The risk, named first
SAP and ServiceNow will ship agents on their own record layer and be good inside it, but execution crosses systems and a vendor that owns one record layer cannot orchestrate the other five.
The library adapts instead of designing
Deployment engineering hours fall from about 1,400 on the first operation to about 400 by the fifth, so each one costs less to serve than the last.
The graph accumulates decision traces
Every decision keeps the policy that applied and the reason beside it, so autonomy gets safer the longer it runs.
Every partner practice trained is one an incumbent has to win back
Delivery capability compounds outside our own team, which is what turns a services-heavy first phase into a software business.
Investor Deck
For the latest deck or any questions, contact Rajesh at the provided email address.