“Miserable week this week.”
That was the report.
I built a new data center in Amsterdam. I started school. I also helped orchestrate my Monk Networks partner leaving his full-time role so he can focus on the venture.
All three landed in the same week.
Then there was Monk. We were trying to find a version of the company that could launch without a large investment. The basic idea was to get the first customers, use services to create revenue, and build the software as we learned what customers repeatedly needed.
The worksheet assumes that my partner, another developer, and I can get the work moving without taking pay before an official product launch. Staff comes later in the model. Funding may come later too, once ten or fifteen customers are on the platform.
I am not convinced we need much outside funding at the beginning. The attachment shows the bootstrap version, while leaving open a heavier up-front push if the next conversation changes the plan.
Those are planning assumptions, not customers or revenue we already have. I sent the sheet because I did not want to delay the next conversation any longer.
The weekly update stayed blunt: Amsterdam data center, school, and getting my partner free to work on Monk full time. The financial model was attached behind it.
“Miserable week this week” was the complete summary before I moved into the numbers.
Forty-seven minutes later, I sent a slightly better sheet that could add more years. I warned that I would probably have another version before we talked.