One operating thread.
Connect what happened to the relevant knowledge, a proposed response, owned tasks and the later result. Explore the product.
Investors / SANDR
A working product.
A company to prove.
SANDR connects observations, operating knowledge and owned work for hospitality teams. The next job is to prove that independent customers receive value, return and become retained paying customers.
Applications are open for the selected 60-day guided beta. Public self-guided access has not launched.
Product and stage
Working software, with commercial proof still ahead.
A product demonstration and a repeatable business are different milestones. The guided beta is intended to test real recurring problems, onboarding and follow-through with selected teams.
Selected, guided beta.
The 60-day programme includes personal onboarding, direct help and 2,000 promotional credits, with no monthly subscription fee.
Retained paid use.
The commercial test is whether customers can start, get value, pay and stay without the founder manually constructing every experience.
Entry customer
Established multi-site café groups.
Several places create enough people, handovers and management distance for recurring problems to become expensive. They remain close enough to the floor for a change in everyday work to become visible.
The same issue returns.
A missing handover, reactive stock management or a standard that depends on one person can be addressed today and lost again next week. Notes and dashboards alone do not preserve why a response was chosen.
Make learning reusable.
Keep the connection between the observation, the response and the outcome. Establish repeatable hospitality value before testing whether the same approach transfers to another service industry.
Team plan
Founder-built, with identified technical and commercial leaders.
Matas leads the work full-time today. The financing plan targets full-time ownership for Arnas and Paulius from the main-round close, with additional engineering capacity hired around them.
Matas Paulinas
Product direction and day-to-day leadership, grounded in hospitality operations and the decisions teams need to make.
Arnas Valiauga
Engineering review, reliability and release risk. His product engineering background includes Saily, NordVPN, Danske Bank and Visma.
Paulius Pocius
Positioning, pricing and the route to customers, drawing on executive and board-level commercial experience.
Proposed financing
Two steps, with different jobs.
The existing financing plan separates founder-stage readiness from a twelve-month commercial validation round. These are proposed funding targets, not capital raised or agreed investment terms.
Approximately €50,000
Harden the highest-risk product flows, complete technical review and release discipline, establish the company, legal and IP foundations, and prepare onboarding and the commercial foundation.
€300,000
Move the identified leadership team into full-time ownership, add engineering capacity, run focused customer cohorts and test a repeatable route to retained customers and references.
What the company must prove
Customers start, receive value and stay.
The next stage should establish a repeatable customer experience. Each step needs evidence from actual use, rather than treating a successful demonstration as commercial validation.
Onboard independently.
A team can bring a real recurring case, understand the product and reach useful work without a bespoke founder-led setup every time.
See what helped.
Teams can follow the response through to a result and explain why keeping SANDR in their routine is worthwhile.
Pay, return and recommend.
Repeated use, retention and customer references establish whether there is a business worth expanding.
Longer-term thesis
Hospitality first. Further service industries after proof.
The wider opportunity is in businesses where the customer promise depends on people, timing, readiness, handovers and consistency. Expansion follows evidence of repeatable hospitality value.
People and timing.
Restaurants, cafés, bars and events are the initial context. The work happens live and a small coordination failure can affect the whole experience.
Readiness and handoffs.
Appointments and teams moving between customers or sites may share similar coordination problems. These are future hypotheses to test.
A consistent promise.
Teams responsible for one place or several sites need learning to survive changes of shift, manager and location.
Investment conversation
Review the product and the plan.
Contact Matas to discuss the financing plan, assumptions, current progress and supporting material.