Preserve runway until traction justifies the burn.

For companies we select for Provethenscale, we typically invest our product and engineering execution in exchange for 1–2% equity.

The exact percentage depends on the starting point, delivery objective, execution risk and expected post-launch involvement.

Yes, in some cases. We offer a limited number of fixed-price cash engagements for clearly defined outcomes.

These are priced at a premium because we do not participate in the company’s upside.

A company may still be a good client even if it is not a good investment for us.

If the problem is well-defined and we believe we can deliver the outcome, we may offer a fixed-price cash engagement instead — subject to capacity, and priced at a premium because there is no equity upside.

Not for product and engineering delivery.

We do not sell developer hours or staff augmentation. We agree on a defined delivery milestone or business objective and price the engagement around that result — whether equity or cash.

Because we are putting our own product and engineering economics at risk instead of consuming your cash.

The model is designed for companies where preserving runway and reaching production faster is more valuable than prematurely building a permanent engineering organization.

If you prefer to keep equity, a limited number of premium fixed-price cash engagements may be available instead.

Because we are not building the company from scratch.

We work with founders who already have the company, customer evidence and a clear market opportunity.

We focus on one thing: getting the product from its current state to production and supporting early customer use.

A focused scope, senior team and AI-native execution let us make that economics work at 1–2% equity.

We can include a founder-friendly buyback option under agreed terms. The exact structure depends on the company and is defined before the engagement begins.

Yes. Some engagements may make more sense with a hybrid structure, particularly where the delivery scope or ongoing support requirements are unusually large.

We agree on the outcome, not a frozen feature list.

For example: “Make the current product ready for production deployment with our first enterprise pilot.”

The implementation may change as we learn from customers, technical constraints and actual usage.

Typically a few months from prototype or early product to the agreed production milestone. The actual duration depends on what already exists and what is blocking real customer use.

That is normal.

Customer feedback, lost deals, pilot requirements and commercial priorities are inputs into execution. If the implementation changes while pursuing the same business objective, we adapt.

If the company moves toward a materially different objective or product, we define a new engagement.

We stop and reassess. Our original investment decision was based on a particular company, demand signal and business objective. A major pivot is treated as a new investment decision rather than unlimited continuation of the original agreement.

We stay involved for an agreed post-launch support period. That typically covers production issues, maintenance, bug fixes and minor changes within the delivered product while you validate it with customers.

A substantial new capability, major product direction or new business objective is a new engagement. Support is not unlimited future development.

No. You give us business context, customer signals and priorities. We take responsibility for turning those into product and engineering execution.

You should not need to write detailed specifications, manage tickets or run engineering meetings.

We work async by default. Async communication related to the engagement is included.

Up to 2 hours of synchronous meetings per month are included. Additional meetings, workshops or synchronous advisory are $250/hour.

The purpose is not to prevent communication. It is to avoid turning product execution into a calendar-management exercise.

Yes, when technical involvement can materially help a pilot, deployment or commercial decision. These calls count toward the included synchronous meeting time.

That is not a problem. We can work alongside an existing technical team when there is a clear delivery objective and additional execution can materially accelerate production or revenue. We do not need to replace your CTO.

The founder owns product vision, customers, commercial priorities, pricing and company strategy. We take responsibility for execution.

You tell us that three enterprise prospects require SSO. You do not need to design the authentication architecture or manage the engineers implementing it.

Your company does from day one. You own the source code, repositories, cloud accounts, infrastructure, data and IP. There is no proprietary platform dependency required to continue operating the product.

Yes. The model is specifically designed for that. When traction justifies building your own permanent engineering organization, your team can take over the product.

No. The company owns the product and infrastructure, and the engagement has an agreed delivery objective and support period. We are not trying to become a permanent outsourced engineering dependency.

The strongest candidates typically have:

• a working prototype, demo or early product;
• real customer conversations, pilots, design partners or active deals;
• founders who know who they are selling to;
• an engineering gap blocking deployment, customer use or revenue.

Our basic test: If your product were production-ready tomorrow, would you know who to sell it to? If not, more engineering is probably not the right investment yet.

We are generally not a fit if you are still searching for the customer problem, primarily want developer capacity, or need engineering without a defined commercial or delivery objective.

We invest where execution is the constraint. We do not fund engineering in search of demand.

No. It means we do not currently see a Provethenscale investment case. The company may be too early, already sufficiently staffed, constrained by GTM rather than engineering, or — in some cases — better suited to a premium fixed-price engagement.

Ask one question: If the product were production-ready tomorrow, would you know who to sell it to?

If the answer is clearly yes and engineering is what stands between you and those customers, the conversation is worth having.