Article
In March 2026, eomer declined invitations from two venture programmes: Antler in Singapore and EF: The Bridge in San Francisco. The team chose to retain a product plan funded through customer revenue rather than add external financing milestones at that stage.
The decision reflected the current development priorities. Paid deployments and validated sales processes provide direct evidence about which product requirements customers value. Revenue can then support subsequent product work, infrastructure, and recruitment without a separate set of accelerator targets.
This approach also preserves flexibility over product scope and timing. Customer requirements determine which integrations, evaluation functions, and deployment controls receive priority. The team can test these decisions through contracts, usage, and retained customer relationships.
The decision does not imply that external capital lacks value. Venture financing can support rapid recruitment, infrastructure investment, market entry, or a product strategy that requires expenditure before revenue. However, these benefits depend on the capital requirements and market conditions that apply at a specific stage.
For eomer, the relevant question was whether the programmes supported the current operating plan better than direct customer work. At that point, the team selected the customer-funded route.
The team will review this position if infrastructure requirements, recruitment needs, or market conditions change. Until then, customer revenue remains the primary source for product priorities and subsequent investment.
