> That’s why selling SaaS or AI to this kind of company isn’t for me - I’d rather focus my energy on building a company from my own principles, and hire people who share them from the beginning.

> When I told my manager I was leaving, he said I should start my own company and give him a call when I do. So that's what I'm doing.

I love hearing stories like this, because it shows a way to be a builder without the "venture or nothing" narrative that has pervaded the tech space since the dotcom days.

It is very difficult to make a venture-backed services firm (providing services, not software) that can be immediately profitable, grow sustainably, and outperform competitors with in-house technology that's built for real on-the-ground stakeholders... at a speed that will satisfy venture investors.

But it is more possible than ever ([0]), to do this (in-house tech and all) on a bootstrapped basis - since AI reduces the engineering staff required to build, adapt, and maintain an agile best-in-class solution at single-tenant/single-customer scale. The outcome is at the least a lifestyle business, but with upside that can take the form of anything from franchising to licensing to full-fledged SaaS in the future.

I wish OOP the best of luck, and hope he's found a passion. He could go far with this approach if he ends up following through.

([0] This is not to say there are no barriers to entry. There's privilege in the word "founder," and this is no exception. And the K-shaped economy has left many brilliant would-be founders behind. But at least some barriers are lower than they once were, and that's worth appreciating.)