Ryan Rouse

MALK Organics

President

Self Employed

Growth Advisor

HighKey 

Chief Executive Officer (acquired)

Board Member

Chief Marketing & Ecommerce Officer

Tasseo Consumer Ecosystem

Operating Partner

Serenity Kids

Head of Growth

Factor_

Co-Founder (Acquired by Hello Fresh)

Chief Marketing Officer

Chief Operating Officer

Merrill Lynch

Vice President of Sales

Growth advisor to consumer businesses with a focus on every line of the P&L | Previously, Co-Founder at Factor Meals (acquired), CEO at Highkey

Growth-minded CPG leader with deep experience across finance, brand building, and operational leadership.

After more than a decade in finance—culminating in an eight-year tenure at Merrill Lynch—I co-founded Factor_, a ready-to-eat meal delivery company that went on to be acquired by HelloFresh for $277M in 2020.

I joined HighKey Snacks as Chief Marketing Officer and later CEO, guiding the low-sugar snack brand through rapid expansion and an acquisition in 2024.

I'm currently the President of MALK Organics, a fast-growing, near nine-figure brand redefining the plant-based milk category with its commitment to clean, organic ingredients and uncompromising quality.

And I write a newsletter about what it really takes to grow—your company, your mindset, your tolerance for chaos:
​
​• The unfiltered truth about building a brand
• Why “strategy” isn’t always strategic
• What to do when everything feels on fire
• Mindset shifts that keep you sane(ish)​
• Founder mistakes, market moves, and lessons I’m still learning​
​
​Part playbook, part perspective shift.
For anyone trying to grow something—and keep their head on straight.

Sign up using the link here (or below my profile pic above): https://ryanrouse.me/

Vice President | Partner

Data driven investors in early stage consumer brands. 

We've normalized something insane.

Two people typing at each other for 35 minutes.

Typing gives us time to be clever. To craft the perfect comeback. To sound right while being wrong.

Talking forces us to be human.

No edit button. No screenshots for later. No audience watching you perform.

Just two people working it out in real time.

The friction you feel before picking up the phone and calling?

That's your ego protecting itself.

It knows the keyboard is safer.

But relationships aren't built in safety.

They're built in the messy, unedited moments when you actually hear someone's voice.

Next time you're about to send that long message?

Pick up the phone instead.

You'll be shocked how fast "enemies" become teammates when you remove the screen between you.

~~~~~~~~~~~~~

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Never Been on a Forbes List | President at MALK Organics | Daddy at Rouse House | Previously: Co-Founder & CMO at Factor_, CEO at Highkey

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The startup world worships charisma.

Big personalities. Bold promises. Slick pitches.

But I've watched too many charismatic founders flame out.

And too many quiet operators build empires.

Here's what I learned:

Charisma opens doors. Character keeps them open.

Charisma raises the round. Character delivers the returns.

The market rewards charisma in the short term. But it pays character in the long run.

Use your charisma to sell the vision.
Use your character to build the business.

I'm curious: Think about the best leader you've ever worked with.

Were they the most charismatic person in the room, or did they have something deeper that made you follow them?


~~~~~~~~~~~~~

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The more polished your corporate language, the less your employees believe a word you say.

Early in my startup career, I'd craft these perfect all-hands emails. 

"We're excited to announce strategic realignment initiatives that will optimize our organizational effectiveness."

Translation: We're laying people off.

My team saw right through it.

And it created distrust and disengagement.

So I changed my approach.

Instead of "pursuing growth opportunities," I started saying "we're trying something new and honestly, we're not sure if it'll work."

Instead of "navigating headwinds," I said "this quarter sucked and here's why."

It was uncomfortable at first.

But the team started asking real questions instead of nodding politely.

And they started to trust me more when things got hard because they knew I wouldn't sugarcoat it.

I remember the first time I told my team "I don't have a good answer for that yet" in a meeting. 

Someone was brave enough to say "thank you for not making something up."

People don't want perfect messaging from their leaders.

They want honest communication about what's really happening and how it affects them.

Even if you don't know. 

Your team can handle the truth. 

What they can't handle is being treated like they're too naive to see through corporate BS. 

Every euphemism you use is a withdrawal from the trust bank.

And that account doesn't have overdraft protection.

There's no finish line where suddenly you feel like you made it.

No magic number that makes the doubt disappear.

No age where you finally stop comparing yourself to the 28-year-old who just raised $50M.

We're all out here pretending we're on schedule while secretly terrified we're falling behind.

The woman who sold at 32 thinks he peaked too early.

The guy grinding at 50 thinks she started too late.

The kid raising millions thinks he's a fraud.

None of us know what we're doing.

We're just making different mistakes at different speeds.

Your career isn't late.

It's not early either.

It's just yours.

And the only way to lose is to stop showing up because you think you missed some imaginary deadline.

Keep building.


~~~~~~~~~~~~~

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Every morning at 5:30 AM, my alarm goes off.

And I have a choice.

Hit snooze and skip my workout, or get up and move.

That's the first battle of the day.

Success isn't some climactic moment where everything falls into place.

It's winning thousands of these small fights. Day after day.

The decision to kill a product you spent 18 months developing because it clearly doesn't work. 

The discipline to skip the third glass of wine at dinner so you can think more clearly in tomorrow's meeting.

The courage to fire someone who's good but not great.

There is no one final battle.

No last job.

No riding off into the sunset.

These micro battles never stop.

And the moment you accept that?

The pressure to "arrive" disappears.

You stop waiting for some future version of success.

You start finding it in the discipline of showing up when it's hard.

In choosing the right move over the easy one.

In winning today's battles so you're ready for tomorrow's.

~~~~~~~~~~~~~

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What if choosing not to be offended was the most powerful decision you could make today?

Most leaders don't realize they're handing control of their day to people who don't matter.

I've spent 15+ years in executive roles. Built teams. Navigated acquisitions. Raised 3 kids.

Many years ago, someone's criticism would completely derail me.

I'd stew on it for hours.  

But that person? Living their life. Completely unbothered.

The only person suffering was me.

It made me recognize that offense is a choice.

Not a reflex. A choice.

Now when someone tries to push my buttons, I pause and choose whether or not to engage. And how to engage if I choose to. 

I'm protecting what matters: me.

Your reaction gives other people control over your day.

Your non-reaction or calm reaction gives you back your power.

So here's my question:

Who are you letting live in your head that doesn't deserve to be there?


~~~~~~~~~~~~~

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Being late to every meeting isn't a personality quirk. 

It's a character flaw. 

And it's costing you more than you think. 

It's like your friend who couldn't handle their alcohol and had to be baby sat every night. At first everyone's like "Oh, that's just Jeff/Julie."'

But you know what happened over time? Less and less people hung out with Jeff and Julie. 

Same goes here. 

Every time you're late to a meeting, you're showing showing people you can't be trusted with the small things.

Trust with the small things leads to trust with the big ones.

The opportunities that require trust:
- Leading a team
- Managing a budget
- Representing the company
- Taking on a big project

None of those happen if people don't trust you with the basics.

And being on time is the most basic thing there is.


~~~~~~~~~~~~~

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The higher you climb, the lonelier it gets.

I learned this from 25 years of chasing the top.

It's odd though. The higher you get, the less people you can talk to about it. 

Can't vent to your team about the pressure.

Can't ask your boss the "dumb" questions ('cause you don't have one).

And you definitely can't admit when you're figuring it out as you go.

So I started writing.

Not corporate memos. Not LinkedIn humble brags.

Real talk about what it's actually like to lead.

The messy product launches.

The budget fights that keep you up at night.

The people decisions that haunt you.

The wins that nobody sees coming.

Look, I know how this sounds.

Another exec with a newsletter.

But if you're tired of feeling like you're the only one struggling with this stuff, I write about it every week in my newsletter.

No BS. Just truth.

Link in the comments if you're interested.

I've watched good companies crumble from the inside out.

Not because of market conditions or bad products.

Because they let weak leadership linger.

Your team sees it before you do.

And every day you wait, they lose a little more belief.

Not just in that one leader.

In you. In the vision. In whether any of it matters.

The damage compounds faster than you think.

And by the time it's obvious to you, half your best people are already mentally checked out.

So when you know someone isn't cutting it, act.

Yes, transitions are messy.

Yes, there will be short-term pain.

But nothing restores faith in a team faster than watching leadership actually lead.

I've never been the smartest person in the room.

But I have been the most dangerous.

Not because I know more.

Because I know less.

My first few months at MALK, I was like a broken record.

"What's the reason for that?"
"Who decided this?"
"What happens if we skip it?"

I've done the same thing at business I get involved with. 

Turns out, most companies run on autopilot.

Someone built a process years ago because they needed something fast.
It stuck.

Not because it was good.

Because it was there.

Your processes aren't best practices.

They're fossils.

Fresh eyes see the waste you've gone blind to.
Here's what works:

Hire people with fresh eyes. 

Give them permission to be annoying.

Let them question everything.

Document every "why?"

Most answers will be "I don't know" or "that's just how it's done."

That's your gold mine.

Each "I don't know" is money left on the table.

Each "that's how we've always done it" is a process begging to be killed.

What process exists at your company only because "that's how it's always been done"?

~~~~~~~~~~~~~

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The cost of handing out fancy titles too soon is real. 

Early on at Factor_, we couldn't afford top talent.

So we did what a lot of founders do.

We gave people VP and Director titles to make up for the salary gap.

Seemed smart at the time.

They got the prestige. We saved cash.

But a title doesn't teach someone how to do the job.

It doesn't give them the reps. The pattern recognition. The instincts that come from years on the job.

And when you realize someone isn't ready for the role they're in, you've got a real problem.

Because now you can't just adjust their responsibilities.

You have to demote them or move them out.

Which is brutal for everyone involved.

The title that was supposed to solve a problem becomes the problem.

Looking back now, I wish I'd been straight with people about where they actually were.

Not where I needed them to be.

Give them a role they can handle today. 

Let them earn the next one.

~~~~~~~~~~~~~

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Everyone's building a personal brand. But personal credibility should be the goal. 

I see it every day.

People obsessing over their LinkedIn banner design while their actual work speaks nothing.

Crafting the perfect thought leader bio while delivering mediocre results.

Posting motivational quotes they don't live by.

Here's what they don't get:

Personal brand is what you tell people you are.
Personal credibility is what you prove you are.

One is manufactured. The other is earned.

You can buy a personal brand. Hire a ghostwriter. Use AI to pump out content. Get those vanity metrics up.

But credibility?

That comes from one place: Doing.

Delivering on promises when nobody's watching.
Admitting when you're wrong instead of doubling down.
Sharing real failures, not just humble brags disguised as lessons.

The most credible people I know barely think about their "brand."

They're too busy actually building things. Solving problems. Creating value.

Their reputation spreads through whisper networks, not viral posts.

Want to stand out in 2025?

Stop polishing your image.
Start delivering results.

Because at the end of the day, your personal brand is just marketing.

Your personal credibility is your actual product.

And people can smell the difference from a mile away.

~~~~~~~~~~~~~

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Being a 6/10 across many functions will serve you more than being a 10/10 in one.

But you typically have to get to a 9/10 in one area to earn the opportunity to oversee the others. 

The hard part for most people is being comfortable going from a 9/10 in something down to a 6/10 in order to create time to go from a 2/10 to a 6/10 in the others.

They can’t let go of being best in class at the one thing. 

Which limits their ability to to lead.

~~~~~~~~~~~~~

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Congrats to all who made the Forbes list. 

I did not. Therefore, my headline remains in tact.

You survived the launch. You got early traction.

So why does year three feel harder than year one?

Because in year one, you'd work 24/7 and love it.

The adrenaline was real. Every win felt like validation.

You didn't need sleep. You didn't need breaks.

You had rocket fuel in your veins.

But years 2-5...

The adrenaline runs out.

And when it does, the grinding reality sets in.

34.4% of founders experience burnout.

Not in year one when you're supposed to be struggling.

In years 2-5, when you're supposed to have it figured out.

Year one, you're running on pure excitement and fear.

That combination keeps you moving even when you're exhausted.

But years 2-5? That's when the wheels come off.

The excitement fades. The fear becomes background noise.

What's left is just the grind.

No finish line in sight.

Revenue looks healthy. Team is growing.

But you're running on empty.

And you don't realize it's happening.

You think you're just tired. You think it's a rough month.

You tell yourself you'll take a break soon.

But soon never comes.

Because now you've got:

• A team depending on you
• Investors expecting growth
• Customers needing support
• A reputation to protect

You can't just stop anymore.

The thing about founder burnout is it doesn't announce itself.

It shows up in small ways first.

You start dreading Monday mornings.

Emails sit unread for days.

Decision-making gets harder.

Your patience with your team gets thinner.

Then one day you wake up and realize: You don't remember the last time you felt excited about this.

The data backs this up.

Founders in their middle years report higher rates of anxiety and depression than in year one.

Not because things are going worse.

Because things are going exactly as expected.

And that's somehow harder to handle than the chaos.

If you're in those middle years right now, here's what I'd tell you:

The 24/7 hustle isn't sustainable.

It never was.

Year one, you could get away with it because the adrenaline covered the cost.

But you can't run a marathon on sprint energy.

And building a lasting company is a marathon.

Take the break. Build the boundaries. Protect your mental health.

Not because it's nice to have.

Because your business won't survive if you don't.

I spend my days analyzing consumer behavior, market trends, etc.

But my wife always points out something I completely missed.

Last month, we were arguing about why the kids kept leaving their water bottles everywhere.

I said it was a discipline problem.

She said it was a design problem.

The bottles were too heavy when full. Too awkward to carry. The lids leaked in their backpacks.

So they just... stopped using them.

I had been so focused on the behavior, I missed the product failure.

We do this in our industry. 

Blame "disloyal" customers instead of asking if our packaging is annoying to open or if our product fits in their pantry.

My wife doesn't work in CPG.

She doesn't know (or care) what a P&L is.

But she sees a ton of things I don't.

The tiny annoyances. The small frustrations. The gap between what we promise and what actually works in real life.

Here’s hoping you all have a "Lindsay" involved in the product development process.

I used to think talking about anything besides work was a waste of time.

As a founder, my life was the business.

Every minute counted.

So when team members wanted to chat about their weekend, their kids, their hobbies?

I'd nod politely and steer us back to the agenda.

I thought I was being efficient.

I was actually building walls.

Because my team had lives outside work.

Just because I had no other interests didn't mean they didn't.

The shift happened when I started asking questions. Actually listening to the answers.

Turns out, people open up when you take genuine interest in them.

The trust runs deeper. The feedback gets more honest. The work gets better.
And they stop leaving.

Relationships aren't built in conference rooms.

They're built in the margins.

The random detours in meetings that are completely off topic.

The walk to the parking lot.

The random Slack message about their kid's soccer game.

That's where teams become more than just people who work together.

~~~~~~~~~~~~~

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You can't be great at everything.

And that's actually the point.

The bell curve is undefeated. Small percentage who are elite. Small percentage who are terrible. Large percentage in the middle.

It applies to everything - career, relationships, fitness, hobbies.

Where it gets interesting is when you stack bell curves on top of one another.

Elite in one area almost always means average or terrible in others.

The math doesn't lie.

Which means you have to pick.

Which areas of life you want to be on the upper end of the curve?

And how far down that curve do you want to go?

All those choices have trade offs. 

Personally, I want to be in the 90th percentile in family, career, and health. 

That's above average, but not elite. 

Being in the 90th percentile in all of them means I can't be in the 98th percentile in any. 

It also means I can't even be in the 60th percentile in other things that aren't on my list. 

Some people choose differently. They go all-in on one thing. Become truly elite.

They accept being below average everywhere else.

Neither approach is wrong.

What's wrong is pretending you can be elite at everything.

The trade-off is real whether you acknowledge it or not.

So pick your bell curves.

And stop lying to yourself about the ones you didn't pick.


~~~~~~~~~~~~~

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The DTC era taught founders a dangerous lesson.

You could skip the hard work of understanding your category.

Build a brand, tell a story, sell direct.

No need to obsess over shelf placement, competitive sets, or how retailers think about your space.

But shoppers still compare you to everything else in the category.

They always have.

Whether your product sits next to competitors on a shelf or shows up alone on your website doesn't matter.

A lot of digitally native brands tried to move into retail and got crushed. 

Because they never did the foundational work.

They didn't know their category cold.

Didn't understand how it's priced, how it's merchandised, how it's managed, how decisions get made.

That knowledge used to be non-negotiable.

Before DTC, founders had no choice but to become category experts first.

It was the only path to market.

Now it's optional.

And that optionality is killing brands.

You can't win in CPG without being obsessed with your category.

Not just your product.

The entire space you're competing in.

That's table stakes.

RadHash

Go from MVP to Enterprise with the Full-stack Software Builder You Own—Not Rent✨

Startups are shipping faster than ever on AI-assisted, low/no-code scaffolding—then paying a massive “rebuild tax” at scale. Modernization projects routinely cost ~$1.5M and fail at alarming rates, while tech debt diverts 10–20% of new-product budgets and can equal 20–40% of the tech estate’s value. RadHash offers a self-hosted, AI-native foundation that ships ~95% of the repetitive stack and lets builders customize the last 5%, eliminating rebuilds and making scale the default.

Scratchware

Scratch is a Portable Payments Layer (PPL) a single, low-code integration to accept, orchestrate, automate and generate revenue from a growing stack of agnostic payment apps. #BuiltFromScratch

Papr.cloud

Design and publish content to the Azure cloud without code or templates with snap together apps and web elements that make it easy to create beautiful websites, build, run and expand your entire agency from a single portal.

BOODLE

Data-as-an-Asset™ plugin - A personal data tool to connect, collect, secure, and turn data into a valuable personal asset for individuals to own and profit from their personal data.

Boodle®

DI⚡OS Kernel

RAD Framework and Distributed OS for the rapid development and deployment of event-driven, data-first distributed cloud-native solutions.  - A 23D.io solution.

DI⚡OS

Lorde & Lincoln

Identity is Influence : Be More Than a Brand 

LOLIN is a full-service digital media and identity management firm. Helping companies become more than a brand, shape their identity. #ditchbranding

LOLIN & Co.

23D.io

Rapid Application Development Company building and supporting cloud-native solutions, distributed data-first infrastructure, and event-driven architecture for Azure.

23D.io - A Rapid Application Development Company

HarmoniWorx

Offering a steady lens on innovation, tech accountability, and how to scale with integrity in complex spaces.

Strategic Technology Advisor 2025-2026

full://stack.founder/Building=The_Startupverse&role=CEO=true&company=RadHash

👋🏻 Hi, I’m Astor. I stumbled into my purpose back in the early 2000s at a startup that didn’t make it. What stuck wasn’t the failure — it was the obsession with building. Twenty-three years later, that fire is still burning.

Over the last two decades, I’ve shipped hundreds of tools and helped create $6B in market value. Now I’m tackling the most important build of my career: giving non-technical humans the ability to create their own software using simple, intuitive interfaces.

We’ve done the heavy lifting — built the tech, rallied the community, and lined up 200+ founders across 35 countries and 30 industries. Together, they’ve signed $53M in LOIs — not just startups, but established businesses generating revenue and ready to build custom software that meets their unique needs.

We’re raising to fund 21–36 months of operations, bridging to EBITA-positive milestones with projected 68% net profit margins around month 24.

Want to see why this is the best time in history to invest in foundational AI-powered infrastructure?
Book a one-on-one with me and my team.

Lorde Astor West

Today I invested two hours on a call with an individual I admire greatly. I've studied his book, read his writings, and been a fan of his work in data, AI, and our shared love of fractal development methodologies. 

We were on the phone discussing a potential partnership 

↠  His AI tools
↠  Our Modular infrastructure. 

We shared our products and jumped into the code. 

When I shared our repo the mood changed instantly. 

Rapt - He said 

"I've reviewed repos for fortune 100 companies and I've never seen anything this clean and well designed - just from looking at it. I know what it does; this is something special" 

Next week we announce a partnership that will change the way the world looks at AI software automation. 

We're eliminating 

↠ Systems that hide what they are really doing 
↠ Messy code with fragmented features 
↠ Simple changes that break things
↠ Inefficiency and unintended costs

More to come!

Making AI Software Automation Predictable 🔮 Full Stack Operator @ RadHash

I sat quietly while he looked over the term sheet. "I wouldn't take this deal"  he said pushing the paper across the table. And, that was all. 

He was one of the biggest investors, builders, real estate owners in the state of Arizona. And when he talked, you didn't ask for explanations - you listened.

I didn't take the deal. 

The deal - $300k convertible note with predatory terms
and - the first investor we had met with. 

It felt surreal
I'd been told "you'll never raise"
You're a nobody
Yet here was a term sheet
All we had to do was sign 
and the money would be wired to our account that day. 

But the deal was bad

At the time
I didn't know why. 
I was green
I knew very little 
I was vulnerable
still learning

What I did know
Someone who knew better said don't do it. 

It hurt 

The sting of walking away was brutal
That capital would have changed everything
It would take another 10 months to close our first deal.

The moral

Raising funds is a learning curve in and of itself. 
One mistake can cost you everything
All investors are not created equal
Money changes everything

Advice

Find someone who knows better
Ask for help reviewing the deal

Don't sign anything
Without a lawyer

Go touch grass! Adopt a spicy photobombing dog!

I don't know who needs to hear this but if your system isn't ready for automation, it's not ready for AI.

I talk about RadHash every day — but for all the new investors joining us, here’s the quick re-intro:

RAD is our Rapid Application Development layer: a modular framework and distributed I/O system for building scalable AI/cloud-native software.
 It’s legible for AI and simple for humans.

Hash is the aiOS on top: tools to prompt, drag, drop, deploy, and distribute feature-rich software that’s fully composable and easy to evolve.

Why this matters:
The startup ecosystem is a $3.5T global machine.
1 in 3 startups builds software — and most of those fail not because of “bad ideas,” or “no PMF,” but because their systems can’t scale, pivot, or carry load.

The real killer is what I call The Invisible Cliff.
Every startup hits a point where they have to rebuild or die.

Two camps emerge:
Rebuild and pray they can keep scaling while keeping investors calm.
Refuse to rebuild — cobble systems together, add humans as glue, and raise until they burn out.

RadHash removes the cliff entirely.

With modularity and composability, even a non-technical founder — let’s call him Chuck — can build a feature, release it, test it, and pluck it out if it flops.

No engineers. 
No rebuilds. 
No dead features living forever inside the codebase.

Anyone who’s built software knows the pain: slow updates, expensive maintenance, and a graveyard of features no one uses.

That’s the cycle that kills 90% of startups.

RadHash breaks it.

Many times - most times the Investor I am speaking with has not reviewed my deck. This is what I do first to ensure we are aligned and I protect both mine and the investors time.

Before every pitch I start with a few qualifying questions to make sure we are aligned. 


1. Are you currently writing checks. 
Because we are actively raising its important we know if you're actively deploying. 

2. When was your last deal / stage
Ensures they are aligned with the stage we are at and they are actively deploying funds. 


3. What was the deal amount
Ensure the check size, conviction level, and capabilities are aligned with our strategy and GTM opportunities.

No harm no foul if you're an investor who is keeping a keen eye out  and if that's the case then we suggest follow us for future opportunities.

A few facts before we get into the thick of the pitch

↠We are post product but pre-seed
We've invested our own funds to build and test the core components of the product, build a community, and board Lead Operators. 

↠We are raising to bridge on-ramping with compounding micro-fees. 

That means that for the first 25 months we are subsidizing our operations with your investment dollars while we on-ramp customers and get them generating revenue on their new software. 

Last I go over the basics of the deal

Deal Terms
We are raising $5M SAFE
With a 17M USD Cap
10% discount

If you're not familiar with SAFE 
SAFE is an acronym for Simple Agreement for Future Equity

Basically this means

“When we do our next real fundraising round ++ the one with an actual valuation ++ you’ll get your shares then, and you’ll get them at a better price than new investors.”

That “better price” comes from one of two things:

1. The valuation cap

For instance:
If your next round is valued at $20M, but their SAFE cap was $10M?
They convert at $10M ↠ making their dollars buy more of the company.

Or

2. The Discount

A percentage price reduction.

So...
If the discount is 20%, they pay 20% less per share than new investors.
They get whichever deal is better for them at conversion.

I just got off a call with a gentleman whose Angel group did not "Do SAFE" When I asked him why he explained that once they did invest on SAFE and got wiped out when a VC came in on the priced round. 

This can absolutely happen but it has nothing to do with the SAFE and everything to do with Cap Table Hygiene. It is perfectly normal for an investor to ask to look at the Cap Table - And the Cap table should exist in your Data room or through a SaaS Cap Table service like Carta.

Founders - It's important to ensure you're aligned with your investor from the beginning. 

The time and effort it takes to source investors and for investors to source deals is extraordinary. Getting the details of a deal out of the way first ensures you have a live buyer and your investor is aligned with your deal.

Failory’s 2024–2025 unicorn database lists over 300 unicorns founded solo.
If this were truly a liability, the outcomes wouldn’t look like this. #FounderSolo

Open article: The Myth of the “Perfect” Founding Team: Why Solo Founders Are the Silent Backbone of Startup Success by RadHash • 5 min read

The Myth of the “Perfect” Founding Team: Why Solo Founders Are the Silent Backbone of Startup Success

Me: OMG this cheese stinks - smell it
[puts under husband's nose]
Husband: Gagging hacking sound
Me: Isn't it disgusting - it is so good
Husband: Its wafting [gagging sound]

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The Battle

Ryan Rouse

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Ryan Rouse's LinkedIn Performance

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