
Choosing who
to build with
is one of your
first big
investment decisions.
Choosing who
to build with
is one of your
first big
investment decisions.
Six operating
principles.
Six operating
principles.
The Engagement Model
You aren’t
passed
downstream.
I bring
the downstream
resources to you.
You aren’t
passed
downstream.
I bring
the downstream
resources to you.
A small core team with direct access. Specialist capability when needed. The people responsible for your product decisions remain involved throughout.

Paul Gregg
Principal Product Strategist
Leads the founder relationship and the important product decisions throughout the engagement. The context and commercial alignment stay with Paul.

Eddie Swinnen
Lead Architect
Brought directly into the engagement where architecture and technical leadership are required. You deal with Eddie, not with a delegated developer you’ve never met.

Ash Clarke
Head of Marketing Execution
Brought directly into the engagement where market and growth execution require it. Practical execution capability at the stage it’s needed.
Engineering, growth, capital and professional specialists are coordinated around the engagement as the need emerges — without the founder being handed away.
Commercial Alignment
Our job isn’t
to sell you
the next stage.
It’s to help
you earn it.
Our job isn’t
to sell you
the next stage.
It’s to help
you earn it.
Every stage has a decision gate. If the opportunity has not earned the next investment, the recommendation should reflect that — even when that recommendation means slowing down or stopping.
Every stage
has to earn
the next.
So do we.
Every stage
has to earn
the next.
So do we.
Each stage must create enough clarity, evidence or value to justify the next investment. Pilot Light’s involvement is no different. We earn each stage of the relationship through contribution, judgement and honest recommendations.
What working with
Pilot Light feels like.
What working with
Pilot Light feels like.
A Strong Fit
Pilot Light works well
for founders who:
Pilot Light works well
for founders who:
Know the problem deeply from lived experience
Are willing to test their assumptions rather than protect them
Are prepared to speak directly with users
Want direct advice rather than order-taking
Accept that the product may change as the evidence develops
Want to invest progressively rather than fund the entire vision upfront
Are prepared to do the founder work required between stages
We’ll do our part.
You still have
to founder.
Pilot Light provides structure, judgement and execution support. It does not remove the founder’s own responsibility for the company.
We’ll do our part.
You still have
to founder.
Pilot Light provides structure, judgement and execution support. It does not remove the founder’s own responsibility for the company.
May Not Be The Right Fit
Pilot Light may not
be for founders who:
Pilot Light may not
be for founders who:
Founders looking only for the cheapest development quote
Founders who want a fixed feature list built without challenge
Founders unwilling to test assumptions with real users
Founders expecting the agency to manufacture product-market fit for them
Founders looking to outsource all responsibility for the business
This is selective, not arrogant. Different approaches suit different founders and different opportunities.
I didn’t build
Pilot Light
to become
a big agency.
I didn’t build
Pilot Light
to become
a big agency.
Deliberately small.
Directly involved.
Deliberately small.
Directly involved.
Deliberate capacity enables direct founder involvement. A small number of active engagements means the context, attention and advice remain at the standard that justifies the relationship.
This isn’t manufactured scarcity. It’s a genuine structural decision that protects the quality of the work.
3–4
Active Founder
Engagements
Enough capacity to bring the right people in. Small enough that I stay involved.
You don’t have
to keep
working with us.
You don’t have
to keep
working with us.
We just intend
to keep giving you
a reason to.
We just intend
to keep giving you
a reason to.
You own the product. You own the decision about who helps you next. Our job is to understand the context, exercise good judgement and keep adding enough value that continuing together makes sense.
