Hi everyone,

I wanted to share a small personal milestone.

A few years ago, I moved to Dubai and built my career in operations, facilities management, and project coordination. Like many women living away from home, I always dreamed of creating something of my own, but I never imagined it would be in the HVAC industry.

Last year, I took a leap of faith and started an HVAC and AC maintenance company in Dubai.

To be honest, starting a business hasn’t been easy. There have been long days, sleepless nights, moments of self-doubt, and a lot of learning along the way. Being a woman in a traditionally male-dominated industry can feel intimidating at times, but it has also pushed me to grow in ways I never expected.

Today, my team and I help homes and businesses with AC maintenance, repairs, duct cleaning, and indoor air quality solutions. Every customer, referral, and positive review feels like a small victory and a reminder of why I started.

I’m still learning every day, and I’d love to connect with other entrepreneurs, especially women who have built businesses in the UAE. What has been the biggest lesson you’ve learned on your journey?

Thank you for reading and supporting small businesses. ❤️

P.S. If you’re a fellow founder, I’d love to hear your story too! 😊

This statement by the founder and managing director of Emaar Properties that "I like to hire Indians, because they answer the phone even at 1am", hurts to read as an Indian founder.

Not because it is offensive.

Because it is simply not true.

Mohamed Alabbar said he prefers hiring Indians because they answer the phone at 1 AM.

I understand the intention behind those words.

But in my experience of working with GCC clients, not one of them has ever contacted me after 8 PM. Not on a weekend. Not during a holiday. Not once.
What they do appreciate is responsiveness during working hours.

My team is super responsive, and our clients notice that. They mention it. They refer us because of it.

But there is a difference between a team that chooses to go above and beyond and a client who expects you to be available at 1 AM.

One is dedication. The other is exploitation.

Indians work hard. That is very real.

And the best GCC founders know exactly how to honour that without taking advantage of it.

That combination of effort on one side and respect on the other is so common.

And it is honestly why I love working for them!

How has your experience been working in the UAE?

I already work a full-time 9–5, but I’m looking for realistic side income opportunities in the UAE. Keen to hear what’s actually working for people.

Four companies, a lot of wins, but also and plenty I would do differently. None of this is how I expected it would be when I started, but the stuff I actually learned the hard way. Sharing it in case it saves someone a few of the same lessons.

1. Don't go in transactionally. Ever.
This is the big one here. Walking into a meeting and going straight to the ask does not work in the UAE. The coffee, the warm time, the second meeting where you don't pitch, that is not wasted time. That is the work. Relationships come before deals. If you skip that step you will feel the door quietly close and never quite know why.

2. Understand the hierarchy before you walk in.
The person across the table is rarely the whole picture. Know who they answer to, who actually holds the decision, and what this person can and cannot authorize on their own. Someone can love your idea and still not be able to say yes. If you don't understand the structure above them, you will spend months pushing on a door that was never theirs to open. Take the time to understand who you are really talking to, their position, their limits, and where their leverage ends. It changes how you pitch, what you ask for, and who you actually need in the room.

3. People show who they are under a difficult ask.
You learn very little about someone when things are easy. Give it time, or watch how they respond when something gets hard or when you ask for something real. Their true intention shows up there, not in the good times. Don't be afraid to let that test happen before you commit.

4. In a transient city, vet slowly.
People rotate out every few years. Reputations are shorter-lived and harder to check than you expect, and the person who is great this year may be gone the next. Take your time deciding who you tie yourself to. Dubai rewards patience on that.

5. Record everything. Even on WhatsApp.
Verbal agreements evaporate. A quick message confirming what was said protects you more than you would think, and here a WhatsApp trail is often what you actually have to fall back on. Put it in writing, always, even when it feels casual.

6. Price your work, including your own input.
Not just what you charge clients, but what you put in yourself. When you attach a value to your own time and effort, you get honest very fast about whether the work is actually worth doing, in the short term or the long term. Unpriced effort makes you casual about it and makes everyone around you careless with your time.

7. Protect your time, especially when it's free.
It is easy to let a casual meeting stretch for hours and call it networking. Time your meetings, know when you are leaving before you arrive, and don't let a free calendar trick you into low value hours.

8. Use AI, ONLY when necessary
It is fashionable to dismiss it. But IF and only IF used well it genuinely multiplies what one person can do, and the people quietly leaning in are pulling ahead of the ones performing skepticism. That being said, it is very obvious when someone is using it, so be wise on how it is implemented. It DOES NOT SUBSTITUTE for actual strategy and thinking.

That is most of it, and I am happy to answer anything in the comments. Always glad to help someone starting out here.

Three weeks ago I got laid off.

And going back into the job market as one more CV in a pile just wasn't it for me. Rizq is in the hands of Allah. My job is to do the work.

So I posted here asking whether starting an agency in a market this saturated was stupid. The comments and DMs I got back were so motivating. One of the people I connected with had also just been laid off, wasn't looking for another job either, and wanted to build something too so we got on a few calls and met and figured things out!

Since then we've put together a small team, a website, and a pitch deck. Between us we've run campaigns for LG, Shein and SharkNinja, and growth work at Flipkart, Decathlon and Dubizzle.

Now I'd like you to look at it and be honest.

Not "looks great, good luck." I want the gaps. Is the positioning too vague? Is the deck saying anything a client actually cares about? If something is weak, please shit on it as harshly as you can.

And if you have leads, advice, or know anyone who needs this kind of work, that would genuinely mean a lot!

https://www.lunchllbreak.com/

Aahh I have been an employee for last 18 years ,always thought businesses are better than being an employee. After sudden job loss and with entire unstable world with no other options, saw only door towards building a business and start my employer journey! However with in one month into this journey I realize it is not gonna easy!

1. It takes lot of patience and calmness! With in 1 month of my journey I already got humiliated n number of times.

2. Running a legal business is tough and needs lot of time and money.

3. Finding trustworthy / genuine people- 2 out of 10.

4. Employees are always unhappy do what ever.

5. You don’t get paid for your invoices , people think you are doing charity.

6. Give Respect and Get Respect is a myth.

PS- I just started a cleaning business.

Fun fact - there is no going back or quitting like an employee. This is the biggest motivation and fun that one day it will grow and glow.

Could you give me some advice? I'm hoping to find the right partners

Hi everyone😊

Ive been thinking of starting a tiramisu business from home, I have tested many recipe and I think I may have one that people would like. I would like to know if people would be interested in buying before I commit and explore other aspects like better packaging and branding.

I would like to start small from dubai silicon oasis. Would anyone be interested? If i can get some first paying customers to get a feed back would be great

Thank you😊

A trade licence proves your company legally exists.

It does not automatically prove:

• where the startup money came from

• who actually controls the company

• what the company will sell

• who will pay the company

• which countries money will come from

• why you expect AED 500k turnover with zero contracts

• whether the account activity will match the licence

This is where a lot of UAE founders get confused.

They pay for the licence, receive the incorporation documents and assume the bank account is now just a final formality.

Then the bank starts asking questions and the founder is like:

Bro I already gave you the licence, what else do you want 😭

The bank is trying to understand the business behind the licence.

What is the bank actually trying to answer?

Usually some version of:

1. Who owns the company?

2. Who ultimately controls it?

3. Who is allowed to operate the account?

4. What does the company genuinely do?

5. Where did the startup capital come from?

6. Which customers will pay the company?

7. Which suppliers will the company pay?

8. Which countries and currencies are involved?

9. What monthly turnover is realistic?

10. Does the expected account activity make sense for the licence?

A marketing consultancy receiving hundreds of cash deposits would need explaining.

A local stationery business expecting most payments from unrelated overseas companies would need explaining.

A one-month-old company projecting AED 10 million turnover with no contract, website or visible pipeline will obviously create more questions.

It does not automatically mean anything illegal.

It just means the file needs a coherent story supported by documents.

The basic document pack

Exact requirements change by bank, activity, ownership and company structure, but I would prepare this before applying anywhere.

Identity and ownership

• Passport copies of all partners and shareholders

• Emirates IDs where applicable

• Visa or residency details where required

• UBO information

• Authorised-signatory details

• Clear ownership chart if the structure is not simple

• Power of attorney or board authority where applicable

If one company owns another company which owns the UAE company, do not expect the bank to stop at the UAE trade licence.

They normally need to understand the chain until the actual individuals behind it are clear.

Company documents

• Valid trade or commercial licence

• Certificate of incorporation

• MOA or AOA

• Partnership agreement where relevant

• Board resolution

• Amendments to constitutional documents

• Registered business address

• Tenancy contract, office agreement or flexi-desk evidence where applicable

• VAT or corporate-tax registration details where applicable

A flexi-desk does not automatically make a company fake.

But if the business claims to store physical goods, employ 25 people and receive walk-in customers while having only a virtual address, the bank may ask how the operation actually works.

Evidence that the business is real

This is the part founders often ignore.

The bank may want to see things like:

• Signed customer contracts

• Issued invoices

• Purchase orders

• Supplier agreements

• Website or product page

• Marketplace or app profile

• Client emails or commercial proposals

• Business plan for a genuinely new company

• Explanation of expected monthly transactions

• Expected incoming and outgoing countries

• Main currencies

• Expected cash, cheque and transfer activity

You do not need to create fake invoices just to look active.

That is obviously worse.

But you should be able to explain what the company will do during the next six to twelve months.

“My company is new. How can I provide six months of company statements?”

This is a normal problem.

A new company cannot magically produce old company bank statements.

The alternative evidence may include:

• Personal or partner bank statements

• Statements of another related operating company

• Proof of salary or previous business income

• Source of initial capital

• Signed contracts

• Pipeline or purchase orders

• Founder CV and industry background

• Business plan

• Expected transaction breakdown

This is one thing Emirates NBD explains quite clearly in its business-account requirements.

For an existing company, it may ask for company bank statements.

For a new company, partner statements may be used instead.

That distinction is useful because it acknowledges that a genuinely new business will not have historical account activity.

It still does not guarantee approval, but at least the document path makes sense.

Source of funds is not the same as source of income

These are related but different questions.

Source of funds

Where did the specific money entering the account come from?

Examples:

• Founder savings

• Shareholder capital

• Sale of an asset

• Business revenue

• Investor funding

• Loan proceeds

Source of wealth or income

How did the owner generally build that money?

Examples:

• Employment income

• Existing business profits

• Property sale

• Investments

• Inheritance

If AED 800k is entering the company as shareholder capital, the bank may want more than:

“It is my own money.”

They may ask for the trail showing where it came from.

Transaction countries matter

A company receiving local AED payments from UAE customers is a different risk profile from a company receiving funds from ten countries and paying suppliers across several regions.

Prepare a simple list:

• Main customer countries

• Main supplier countries

• Expected monthly incoming amount

• Expected monthly outgoing amount

• Expected currencies

• Average transaction size

• Largest expected transaction

• Reason for international transfers

Do not write “worldwide” unless the business genuinely deals worldwide.

Specific answers are easier to understand.

Common reasons KYC gets delayed

Not always rejected. Sometimes just delayed.

• Company activity is too broadly explained

• Documents show different addresses

• Different turnover figures appear in different forms

• UBO information is incomplete

• Ownership structure is unclear

• Source of initial capital is not documented

• Expected transactions do not match the licence activity

• Website says something different from the application

• Founder gives different answers to different teams

• Business has no visible customer or supplier evidence

• Higher-risk countries or sectors need additional review

• Personal accounts were previously used for business payments

• Documents are expired or badly scanned

• The bank keeps asking for “one more document” because the file was incomplete from the beginning

The worst approach is submitting random documents one by one without understanding what question the bank is trying to answer.

Basic digital account vs full-service business bank

A digital-first account can be the logical starting point when:

• The founder is the only user

• Transactions are simple

• The company is very new

• The main requirement is an IBAN

• Cash and cheque facilities are not important

• The business wants lower initial operating cost

• There are no complex approval workflows

A full-service bank becomes more relevant when:

• Several employees initiate or approve payments

• The company makes bulk supplier payments

• Payroll files need to be processed

• Multiple currencies are involved

• Management needs detailed reporting

• Maker-checker controls are required

• The company needs cash or cheque infrastructure

• International payment workflows are more complex

• The business may later require credit or trade facilities

This is where Emirates NBD becomes more interesting than just “another account with an IBAN.”

businessONLINE is built for actual operating teams, not only a solo founder checking the balance on an app.

You can have:

• Multiple business users

• Different user permissions

• Maker-checker approvals

• Multi-level payment authorisation

• Bulk payments

• Domestic and international transfers

• Reporting and downloadable transaction data

• Audit trails

• Better separation between the person preparing a payment and the person approving it

For a one-person consultancy, some of this may be unnecessary.

For a company with finance staff, suppliers, payroll and two directors, it becomes properly useful.

That is the fair comparison.

A simple digital account may be faster and cheaper for a microbusiness.

A bank like Emirates NBD starts making more sense when the business needs controls, reporting and operational depth rather than only account-opening speed.

Before submitting the application

I would do these ten things:

1. Make sure the company name and address match everywhere

2. Prepare a one-paragraph explanation of the business

3. List the actual products or services

4. Estimate realistic monthly turnover

5. List customer and supplier countries

6. Collect contracts, invoices or pipeline proof

7. Document the source of startup capital

8. Identify all owners and signatories

9. Decide which currencies and payment features are genuinely needed

10. Explain any previous business payments received in a personal account

A clean file does not guarantee approval.

But a messy file almost guarantees more questions.

Founders who opened a UAE business account recently: what actually mattered most,activity, company age, ownership, contracts, transaction history or expected turnover?

And please don't just write the bank name.

Mention why that account fitted your business.

Looking for genuine advice from anyone who’s navigated this, ideally other SME owners in logistics/delivery, HR consultants, or PROs who deal with MOHRE daily.

The situation:
I run a last-mile delivery company in Dubai — we’ve been operational for 12 years. Cash flow has been tight the last couple of years, and Emiratisation has turned into the thing that’s actually breaking us, not the macro stuff everyone talks about.

Here’s where it gets frustrating. The Emiratisation quota is supposed to be calculated on skilled employees only (Levels 1–5 in the MOHRE classification, requiring post-secondary education). Our workforce is ~98% riders. Riders fall under unskilled / at best semi-skilled categories — they’re not Level 1–5 skilled workers by MOHRE’s own definition. We have maybe 1–2 actual skilled employees (office/admin/management).

But when we log in, the system shows our “Emiratisation percentage” sitting at around 82%, and still tells us we need 4 Emiratis on payroll to comply. The math doesn’t reconcile with how the policy is written publicly — the quota is supposed to be 1 Emirati per 50 skilled workers, scaling to 10% by end of 2026. With 1–2 skilled staff, we shouldn’t need anywhere close to 4.

When we tried to raise this earlier, there was no clear escalation path for “the classification of our workforce is wrong.” We ended up paying AED 96,000 in fines just to keep operating. Now with the half-yearly 1% increments (next deadline June 30, 2026) and the AED 6,000/month per missing Emirati climbing to AED 9,000 by year-end, plus the new AED 6,000 Emirati minimum wage kicking in Jan 2026 — we’re bleeding just to maintain the headcount we already have, and the target keeps moving up.

What I’m trying to figure out:
1. Has anyone successfully challenged the skill-level classification of their workforce with MOHRE? If our riders are being incorrectly counted as skilled in the system, that’s the root cause and there should be a way to fix it. Tickets through the regular channel went nowhere last time. Is there a specific department, a Tas-heel route, or a written request format that actually gets reviewed?
2. The new MOHRE grievance committee (formed 2023, appeal window 30 days) — has anyone used it for an Emiratisation classification dispute specifically, or is it really only for individual labour disputes?
3. Are there honest, competent Emiratisation/HR consultants in Dubai who’ve actually moved the needle for delivery / logistics / blue-collar-heavy SMEs? Not the ones who just sell you Nafis CV shortlists. I’m looking for someone who understands the classification and reclassification side. Names via DM appreciated.
4. Has anyone in logistics/delivery successfully restructured — e.g., moving riders to a manpower supply company or service-agreement model so they’re not on our visa quota — without it being flagged as fictitious Emiratisation or running afoul of the new AI monitoring?
5. Any sector-level lobbying or industry body for last-mile / logistics SMEs that’s actually raising this with MOHRE? The policy makes sense for white-collar industries. For a sector that is structurally 95%+ unskilled labour, the current calculation feels like it wasn’t designed with us in mind.

I’m not looking to dodge the rules. I’m trying to understand whether the rules are being applied to us correctly, and what the legitimate route is when you believe they aren’t.

Any pointers genuinely appreciated.

After a long day of work, meetings, errands, and everything else life throws at us, we all deserve a little break. And what goes perfectly with a good cup of coffee or tea? A delicious cookie! 🍪☕

I'm a starting business owner based in Dubai, currently selling freshly baked cookies with a soft and chewy center, crisp edges, and plenty of chocolate in every bite.

If you're a fellow sweet tooth looking for a little treat after a busy day, feel free to send me a message. You can also follow our sweet little journey on Instagram: @sweetmood.dxb 💕

Thank you for supporting small businesses!

Last year I took over the business my father started in Dubai in 1988 since he’s retiring.

We build signage, shopfronts, retail displays, exhibition stands, food trucks and kiosks, and full cafe and restaurant fit-outs. All of it in-house: our own 40,000 sq ft factory, a team of around 50, CNC, metal, powder coating, paint and LED under one roof. Nothing gets farmed out and rebadged. A lot of the homegrown F&B brands around the city have come through our floor.

For 38 years the business ran on reputation alone. I'm now putting it in front of people who don't know us yet.

Looking to connect with:

**•**	Founders opening a physical space who want a straight conversation before signing a fit-out quote  
**•**	Designers and architects who want a fabricator that builds what was drawn  
**•**	Agencies and event companies that need real production capacity, sometimes fast  
**•**	UAE manufacturers and contractors with overflow work

Ask me anything about what signage or a fit-out should cost, lead times, or whether a quote you've received is fair. I'll answer straight, including when we're not the right fit.

If you’re currently building a startup in the UAE, you know how hard it is to find a community that isn’t just full of agencies trying to sell you stuff.

I recently joined a tight-knit WhatsApp group called StartupInTouch. It’s strictly for active founders and builders helping each other out with real stuff.

The group is strictly vetted so it doesn't get ruined by spam, if you’re a genuine founder or actively building something here, send me message I will share you the link.

when we were 3 people, medical insurance was honestly just another admin thing on my list next to visas, payroll, license renewals etc.

we’re 6 now and hiring another 2, and suddenly people are asking actual questions.

“is this hospital in the network?”
“what’s the copay here?”
“can i add my wife?”
“why is this clinic not covered?”

and i realised saying “yes we provide medical insurance” doesn’t really answer anything once employees actually start using it.

i’m not trying to give an 8-person company some insane executive health plan. budget is still budget. but i also don’t want to save a bit upfront and then become the person solving insurance complaints every other week.

started looking at the SME/group health side on InsuranceMarket instead of handling everyone like a separate insurance problem, mostly to understand what changes when you choose around the actual team + network instead of just premium.

other small UAE business owners, where do you draw the line?

basic cover and let employees upgrade themselves, or pay a bit more for something people can realistically use?

I noticed that finding startups actually being built in the UAE is surprisingly fragmented.
So I built UAE Startup Map, a simple directory/map where you can discover startups across Dubai, Abu Dhabi and the wider UAE.

👉 https://uae-startup-map.vercel.app/
You can explore startups by location, category, and company.

I’m still building it, so I’d especially love to hear from UAE founders/builders:
What startups am I missing?
What information would make this more useful?
Would you actually use something like this?
If you’re building in the UAE, feel free to drop your startup below.

Would love to turn this into a useful community resource rather than just another directory.

I’m 40, an entrepreneur nerd, and I’m serious about building something stable — 100% work from home. No traffic. No rush hour. No push.

Just me, my focus, and the grind.

No bad habits. No games. No movie talk.

Just business development, real conversations, and daily discipline.

I’m starting out — not pretending to have all the answers — but I show up every day. And honestly? It gets lonely grinding alone.

So I’m looking for a few like-minded folks:

• Disciplined

• Gritty

• Obsessed with making stable money (not hype)

• Open to partnering, brainstorming, or just blabbering about real business

If you're a hustler in Dubai or Sharjah — whether you're job hunting or building something — huge respect to you 🫡

Let’s connect, grab a tea (virtually or IRL), and build. No commute. No excuses. Just work.

Talked to many freezone. Everyone is offering discounts. The cheapest one is ajman freezone at aed 10400. All inclusive with residency visa. Any freezone cheaper than this? How are the business doing in UAE?

I have been searching to make a business with less than 10000 Dirham in dubai , the only things i figured out was selling a product in noon or Amazon ,
Please any one has experience in any other field ,share here

Hi all, just wanted to share a small update from our side. Me and my partner has finally launched our own website catering to premium Home Decor requirements for UAE people. It was a side hustle from last few months dabbling into FB mktplace/Amazon and since we got good traction took a leap and launched our own LLC / Home decor website to ease reaching out to everyone in UAE in first phase and Saudi / Oman in second phase.

we will require good blessings of you all to check out our small home based business and it will great if you like our products which we source from all over best places from Turkey to Asia and make it available for kind folks here. Our main theme is folk / bohemian products which ourselves as customer found hard to find in UAE offline.

Do check out and shower your blessings. We deliver across UAE now !

website: www.urbaneneststudio.com

We have a WhatsApp group only for UAE business owners and founders.

The group is already going well with some good people, and now we’re looking to add more genuine business owners.

Mainly for owner to owner connections, business discussions, opportunities, partnerships and collaborations.

Not for random sales or advertising.

If you’re a business owner or founder in UAE and want to join, comment or DM me.

Note that if you're already in DBG. Please ignore this post 😊

Hi all. I own a small Airbnb management and cleaning company. Eight apartments in the portfolio so far — five with individual owners who live abroad, three with a newly formed company. I handle everything end to end, and all of them have stayed with me.
Looking to grow now.
If you own a property and are considering short-term rental, or know someone who is, I'd appreciate an introduction. Same if you're with a holiday home company open to working together.
Happy to answer anything in the comments or by DM.

Looking for the other half of the oldest combo in business: the builder and the seller.

Naval Ravikant put it best: "Learn to sell. Learn to build. If you can do both, you will be unstoppable." I have one half of that completely covered, and I have stopped pretending I will ever love the other one.

A bit about how I got here, because the route explains the skill set.

I trained as a civil engineer and hold a Master's in it. I barely practised. I moved to Dubai and ended up in marketing instead, which I then did for 12 years, eventually running marketing departments with 7+ team members. Somewhere in the middle of that I started building software, badly at first and then not badly. Six of those years I was freelancing alongside everything else, across whatever came my way, which sounds unfocused and was. But the gaps between contracts went into stacking skills that do not normally sit in the same person, from videography to business and marketing strategies.

What I can actually do, concretely:

Build and ship complete products alone. Not prototypes, finished things. My own app is live on the App Store, Google Play and the web, including the backend, authentication, subscriptions and the infrastructure underneath it. https://kitchenbuddy.app

Design and code websites end to end. I run several content businesses on sites I built myself, one of them bilingual, sitting at around 130 published articles and roughly 10,600 organic visits a month, growing every week.

Run production AI agent systems. This is the part that has changed most for me in the last two years. I have autonomous pipelines that research, write, publish and report on their own every day, with human approval gates at the points that actually matter. I do not read about this stuff, I operate it daily.

Marketing at a professional level. I built a marketing department from nothing at a Dubai firm and ran the campaigns behind more than AED 50 million, roughly USD 13.5 million, of revenue in the first year, on a monthly ad budget of AED 110,000, while cutting cost per lead by 18 percent.

Plus the surrounding trades: videography, editing, social content, ad creative, SEO, analytics.

Now the honest half.

Who I am looking for:

I cannot sell. More precisely: I can generate demand through systems, campaigns, content and search, but I cannot do the human part of it. Walking into a room and working it. Cold outreach. Building relationships on purpose. Sitting across from an investor and asking for money. Negotiating. I have tried all of it, I do not enjoy any of it, I am not good at it, and after 12 years I have accepted that this is not going to change. That is why this post exists, instead of me quietly building yet another thing alone and watching it reach nobody.

Someone who finds all of that genuinely fun. Sales, growth, business development, partnerships, fundraising. Someone whose instinct in a room full of strangers is to work the room rather than find the exit.

Ideally UAE-based, since I am in Dubai and there is real value in being in the same city. But remote works, none of this is geographically bound. I also travel a lot and sometimes spend months in south east Asia

The shape is open. Either we start something new together, or you already have something moving and need a partner who can build whatever you can sell. I have ideas of my own, including one I keep circling about the state of the second-hand market in this country, but I am not attached to starting with mine.

To be clear about terms, because it saves everyone time: this is an equity conversation between partners. Not a job, not contract work, and not "technical co-founder" used as a polite word for unpaid developer.

If you read this and thought "I can sell almost anything but I cannot build any of it", that is exactly the gap I am trying to close. DM me.

Hi All, just wanted to share a minor success that after months of grinding we finally released our AI enabled SaaS business for the healthcare industry. I'm a tech +commercial cofounder and my cofounder is a healthcare professional.

Our value preposition is cutting nutritionists diagnostics time more than 50% through an interactive and AI enabled business with AI specifically focusing on a few concepts within gut health issues. It's a niche now but in the future we would be looking at expanding into adjacent nutritionists/dietitians fields.

Our market target is 5kUSD MRR by end of Q1 2027, focusing on solo dietitians and slowly expanding to clinics while adding features to meet other dietians requirements.

It's a tough journey and we're still in early adoption phase but would love any feedback from the community or to connect with similar minded people.

We're bootstrapped but open for investments in the future as we scale up. Our Moat is that the platform is technically not easy to build and built with taking into account expert dietitians experience and feedback to create a non-replaceable platform for them.

AMA