The 90-day sequence, who owns what, and a live tracker you can edit directly on this page. Built around one principle from the call: prove it before we build it.
The split is unusually clean, which is the strongest early signal this venture has.
Thirty years in finance and ERP transformation at Deloitte, HP and Google. Now builds production systems hands-on with AI tooling. Owns the product, the front end, the agents and the financial architecture.
Managing Director at Accenture, complex ERP transformation programme design and delivery. Previously global SAP digital innovation lead at HCL AXON, solutions architect at HPE, and Controllership PMO at HP. Owns integration strategy and enterprise credibility.
Placeholder — sketched from Dirk's description on the call, to be replaced once Albert has actually said yes. Serves small and mid-sized clients in the $2–3M band. Long relationship with Dirk; they co-own property. Brings the customers and the back-office knowledge neither of the others has at this scale.
⚑ First decision: what is this called? "Meridian Austin" was chosen for a one-person Austin practice. It no longer fits a Houston-and-Austin team of three, and the name blocks the domain, the email addresses and anything printed — so it needs settling in week one, not month three. Three routes:
Recommendation: decide the shape in the first conversation — is this Eduardo's practice with two partners, or a new company all three of you own? The name follows from that, and the answer also drives the equity question (task 22). Don't buy a domain until the shape is agreed.
Why the split works. Eduardo can build it, Dirk can integrate and sell it into serious organisations, and Albert can reach the buyers and knows their back office. Most early ventures have three people who all do the same thing. This one doesn't. The dependency to watch: Albert is the only route to the customer right now, which makes him a single point of failure until we have our own pipeline.
Cheap and reversible first. Nothing here requires an entity, a bank account or a dollar of capital until Phase 3.
Albert conversation, then all three sit down. Agree the target segment, who does what, how time is split, and what "in" means for each of us. Dirk checks his Accenture position on outside activity before anything is registered. No money, no entity, no commitments yet.
Albert introduces us to five owners in the target band. We ask what bad job capture actually costs them and whether they can even measure it. Separately and just as important: put a rough prototype in front of five working technicians and watch them use it. If they won't, nothing downstream matters.
One trade, one workflow, end to end: capture on a phone → job card → customer signature → invoice into QuickBooks. Not a platform. The narrowest path that produces a paid invoice a day earlier than before. Free tiers only.
A single friendly client at a real price, on whichever commercial model they prefer. The goal is not revenue — it is a reference story with a number in it, and an honest measurement of how many hours delivery actually took. Form the entity now, not before.
Look at the reuse figure. If client two would take a third of the hours of client one, this compounds and we invest. If it would take the same, we have a consultancy — which is a fine business but a different one, and we should say so out loud rather than drift.
Edit owner, status and notes directly below. Changes save as you make them.
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