FounderFold: the layer on top
- Find where to grow
- Generate the strategy and optimize what works
AI models: they do the analysis, and they’re built in
Business growth strategy software. A hundred ideas to grow, no criteria, and nobody opens January’s plan
FounderFold is the layer on top of AI models for your business growth strategy: it finds where to grow and generates the strategy to optimize what you already sell, with figures and owners.
Early access is by invitation.
On top of AI models, for the business you already have
FounderFold for growing companies is a layer on top of AI models: it finds and generates opportunities close to the business you already have, generates a strategy with a guided diagnosis and an improvement plan, and keeps the figures and the reason for each decision. The AI is already built in. Your leadership decides.
FounderFold: the layer on top
Find where to grow
Markets, services and lines close to what you already sell. The Explorer brings each option with its source, and the ones that don’t fit are ruled out by your reasons, in plain sight.
Generate the strategy and optimize what works
A diagnosis in conversation with leadership, an improvement plan with experiments and projects, and the figures that say whether it’s working.
AI models: they do the analysis, and they’re built in
What is a business growth strategy?
A business growth strategy is the plan for where a company will grow next: in which markets, with which offer, through which channels, and what it will stop doing. A good one is tested in small steps with figures, not decided in a single meeting.
Heard in the leadership meeting
“We have a hundred ideas to grow and no criteria.”
Whoever insists most wins, or whoever last came back from a trade show.
“We tried that last year, didn’t we? What happened?”
Nobody knows. It’ll be tried again, and paid for again.
“The plan gets written in January and never reopened.”
By June, nobody remembers what was promised or who owned it.
“I need sales, not a method.”
Exactly. That’s why six months on the wrong line hurts.
AI models give you the answer. FounderFold brings it back on Monday.
| AI models | AI models + FounderFold | |
|---|---|---|
| Analyzing the business | Multi-step tasks on spreadsheets, documents and presentations, using the files you give them. | Your business comes in as a running project: stage, starting figures with their source, and a goal. |
| The specialists | Plugins and assistants by role, which someone installs and maintains. | Marketing, Finance, Product and Compliance and legal are already inside, with your records in front of them. |
| What’s due today | They do what you ask, when you ask, and you can schedule what should repeat. | “Today”: FounderFold’s CEO, its AI agent, gives you steps one at a time, most urgent first. |
| What didn’t happen | Search across your chats. | Each discarded option stays with its reason. When it comes back, you already know why it stopped. |
| Leadership’s week | A weekly task with your connectors, which you describe and maintain. | The Monday review, with nothing to set up: 3 to 5 lines of diagnosis and 3 actions at most. |
| The figures | Dashboards connected to your data, with each chart’s query in plain view. | The system calculates them from the records, never the AI, and they come out in a board PDF. |
Indicative comparison with features offered by some AI models and general assistants as of October 30, 2026; they vary by provider and plan, and change quickly. The column with FounderFold only lists what already works in the panel.
Early access is by invitation.
An uncomfortable question
Think of the last line you opened that didn’t work. Who could tell you right now why it closed?
- Did it cost what was said?
- What number was expected?
- Would someone propose it again tomorrow?
How FounderFold turns growth into a plan
A diagnosis by conversation
The CEO asks about customers, offer, channels, margins, competition and market, one question at a time, and keeps the source of each fact.
Opportunities with evidence
The Explorer looks for adjacent lines and markets that fit your thesis, and records each one with its sources and dates.
Options scored the same way
Expansion, diversification and new services are scored on one rubric, so the leadership team argues about evidence, not about who proposed what.
An improvement plan
The diagnosis becomes a plan: experiments with a numeric criterion and a deadline, ideas for new lines and child projects with their own stages.
Figures that measure the plan
Record your figures and they measure milestones and kill criteria, so you see early what is working and what to stop.
A view for leadership
The Board view, the board report and custom reports show the plan’s progress and the decisions waiting for a person.
A manufacturer finds its next line
Illustrative data — Fictional company, ideas and figures, shown for illustration only.
Ferrand Packaging, a fictional family-owned packaging manufacturer with 140 employees and three years of flat sales.
Add the company as it is
It enters as a running project at its Consolidation stage, with revenue, margin and the weight of its top five customers.
Hold the diagnosis
The CEO finds that 62% of revenue comes from five customers, and that two of them keep asking for refill and take-back services.
Look around
The Explorer brings back 11 adjacent opportunities, from reusable crates to packaging as a service, each with its sources.
Score and choose what to test
Leadership scores the options on one rubric and chooses two to test: a refill service with two existing customers and a reusable-crate pilot.
Execute and follow
Each experiment has its criterion and deadline. The refill service meets it and becomes a child project; the crate pilot does not, and is discarded with its reason.
Six months later the company has one new line with paying customers, one idea discarded on evidence and a board report that shows both.
Find your next growth opportunity, and test it before you bet on it.
Early access is by invitation.
How a company starts, in four steps
Tell FounderFold about the company
Its business, its markets and what it will not do. FounderFold proposes the rubric and the reasons to discard.
Hold the diagnosis
One guided conversation, and the figures you want to follow.
Turn it into a plan
Experiments, ideas for new lines and child projects, each with an owner.
Follow it with leadership
Today for each owner, and the board report for leadership every month.
Halden MutualNew lines 2027Board report · Q3 2026Weighted value per year rose to €3.1M; two decisions need the board.
- Weighted value per year
- €3.1Mbetween €1.4M and €5.6M
- Recurring revenue
- €7,000a month; 1 of 4 projects with data
- Ideas discarded this quarter
- 57Top reason: competition
Decisions requested
- Pass the gate for Event cancellation for small venues (Exploration → Pilot).
- Decide on the kill criterion on “Watch” for Landlord rent guarantee.
Cutoff Sep 30, 2026 · Portfolio New lines 2027 · Page 3 of 24
Illustrative data — Fictional company, ideas and figures, shown for illustration only.
Diagnosis conversation with the CEO about a fictional manufacturer: the question about customer concentration, the answer, and a summary of three facts, each with its source.
Why growth stalls
Companies rarely stop growing for lack of ideas. They stop because nobody can tell which idea is worth the risk.
Stagnation nobody can explain
Revenue is flat, but the causes are spread across sales reports, customer conversations and the opinion of each director.
Lost competitiveness
Competitors move faster, and the company reacts project by project instead of deciding where it wants to play.
No clear place to grow
Expansion, a new service, a new market: every option has a sponsor, none has evidence, and the decision moves to the next meeting.
A growth plan as a lifecycle, for example
Stages of your own for a company that wants to grow again, from the diagnosis to a new line that is consolidated.
Projects by stage
Lifecycle: new business line in an existing company · Halden Mutual
Illustrative data — Fictional company, ideas and figures, shown for illustration only.- Milestone done
- In progress
- Pending
- Gate
- No risk
- Watch
- Triggered
- Experiment success criterion
- Repeat orders from 8 of 30 existing customers for the refill service within 90 days Example criterion. Illustrative data.
What companies use it for
Strategic diagnosis
A guided conversation about customers, offer, channels and margins, with the source of each fact.
Market and competition
Study each option in depth, market and competition included, with the evidence and its date.
Growth opportunities
The Explorer looks for adjacent lines and markets that fit the company.
Expansion and diversification
New markets, services and lines scored on one rubric and tested with experiments before a team is committed.
Execution plan and follow-up
Experiments, milestones and child projects with owners, figures and a report for leadership.
Illustrative data — Fictional company, ideas and figures, shown for illustration only.
Improvement plan with two experiments, one idea for a new line and one child project, each with its owner and deadline, labeled “AI-generated” until a person confirms it.
What your company gets
Growth options you can compare
Every option is scored on one rubric, with its evidence, so the choice is made on the same terms.
Risk taken in small steps
Experiments test a new line before it gets a team or a budget.
A plan that gets followed
Owners, deadlines and figures for each step, and Today shows each owner the next one.
Leadership on the same page
One view of the plan, its figures and the decisions pending, for the whole leadership team.
Questions companies ask about FounderFold
Is FounderFold only for startups?
No. You can add a company that is already running at the stage it has reached, with its starting figures, and follow it with a diagnosis, an improvement plan and reports.
What information does the diagnosis need?
What you know about your customers, offer, channels, margins and market, answered in a guided conversation, one question at a time. You record the figures you want to follow, and every fact keeps its source.
Who decides which growth options go ahead?
Leadership. The plan is a proposal marked as AI-generated; which experiments run, which lines open and which projects stop are decisions of people, kept with their reason.
Can our advisors work with us in it?
Yes. Give them access to the portfolio as readers or editors. Every decision keeps the person, the date and the reason.
Do I have to connect or pay separately for an AI model?
No. The AI comes with your FounderFold membership, with a monthly AI limit in plain sight, and there’s nothing to connect. If you already use a model, keep using it for your own work.
One more tool. Who’s going to maintain it?
Nobody has to build it. You set it up in conversation, “Today” says what’s due and figures are noted where decisions are made. Your ERP and CRM stay as they are.
I need to sell more, not a method. Does this help?
It helps you choose where to put sales effort and stop early what doesn’t sell. It doesn’t replace your team: it takes the wrong bets off their plate.
Does it work for family businesses?
Yes. The same diagnosis, plan and reports work for a family business, and the board or the family council reads the same report.
How does an established company get access, and what does it cost?
For companies already running, FounderFold is in early access by invitation, and pricing is not published. Request access with a few lines about your company and where you want to grow.
What FounderFold keeps, and who decides
FounderFold holds the diagnosis, the options, the experiments and the decisions, with the evidence on record, next to the tools that run your operations. The agents prepare the evidence; your leadership and your advisors decide.
Growing company, or corporate innovation team?
A company that wants to grow again starts from its own diagnosis and plan. A corporate innovation team in a large group runs a portfolio of new lines through gates its board agreed in advance.
Find your next growth opportunity, and test it before you bet on it.
Early access is by invitation.
Tell us who you are and what you want to solve. If it is a fit, we create your organization and send the owner an invitation.Leave your details and we’ll email you when the Founder membership opens. Nothing to pay now.Leave your details if you are interested in deal analysis and we will email you about it. Signing up does not give you access to any service or commit you to anything.
Check your email.Check your email.Check your email.
We have sent you an email to confirm your address. Until you confirm it, your request does not count and we do not handle it; if you do not confirm it within 7 days, we delete it. The link lasts 72 hours: if it does not arrive within a few minutes, check your spam folder or send the form again.We have sent you an email to confirm your address. Until you confirm it, your request does not count and we do not handle it; if you do not confirm it within 7 days, we delete it. The link lasts 72 hours: if it does not arrive within a few minutes, check your spam folder or send the form again. Once you confirm, we will only email you when the Founder membership opens, unless you ticked the news box or the design partner program box.We have sent you an email to confirm your address. Until you confirm it, your request does not count and we do not handle it; if you do not confirm it within 7 days, we delete it. The link lasts 72 hours: if it does not arrive within a few minutes, check your spam folder or send the form again. Once you confirm, we will only email you about deal analysis, and about your case only if you described it, unless you ticked the news box.