I wanted to build vertical SaaS for pest control, so I took a technician job

I just imagine random scenarios that would definitely happen— like some pallid, heavily moisturized former lead developer in $500 work clothes deciding to jockey for smartypants cred by ‘debating’ a shop supervisor/foreman/whatever about their approach to something as it’s being executed, or in a meeting in front of everyone, like they might interject about an architectural decision at a dev meeting… saying something like “well it’s basically a traveling salesman problem” and spewing some seriously flawed approach without realizing that the super is using a technique unequivocally proven superior in like the 1940s. Or arguing with an actual engineer about an engineering decision because they “read this substack article written by a software developer that puts a ton of research into this stuff.”

I then nearly die of internal cringe.

> 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.)

William Burroughs on 1959 HN: I wanted to write Naked Lunch, so I took a pest control job.

But you can onshore pests... wait, Nutria pest control and generate demand by ... introducing Nutria to untapped markets!

On "venture or nothing" - This will be my second company and this time round I have stripped right back to the problem, which is actually quite basic - pest control is a big, good business to be in and it's possible to build a very big, profitable business by doing the simple things right, consistently.

It will compound over time if the basics are done right (which is harder to do than I thought before this experiment)

In my previous company, we founded it with the outcome first - "take over the world" or bust. This time I think the base case is a good company, and the ceiling is the best in the industry.