Thanks for being so transparent. As a fellow solo bootstrapper, I think the thing people most often misunderstand is the relative inconsistency (income, "wins", the camaraderie, etc.) so it's nice for you to bare all.
That being said, you do get the consistency of independence and autonomy. As I watch my peers deal with crappy work environments, losing their jobs, and other bullshit, I just keep chugging along: self-directed and happy to not have to answer to anyone.
I've found it tough to talk about being a solo bootstrapper though. People don't seem all that interested in it until you catch them in the right light or perspective. Mostly they just care to know how much money you make (which to me ends up being rather shallow), or they can't relate to the process since it's so divorced from the traditional path. I mostly just keep my head down and keep working, since that's what I enjoy the most.
> Thanks for being so transparent. As a fellow solo bootstrapper, I think the thing people most often misunderstand is the relative inconsistency (income, "wins", the camaraderie, etc.) so it's nice for you to bare all.
> That being said, you do get the consistency of independence and autonomy. As I watch my peers deal with crappy work environments, losing their jobs, and other bullshit, I just keep chugging along: self-directed and happy to not have to answer to anyone.
Yes, I completely agree.
Bootstrapping, you realize that employment smooths out a lot of issues for you. Like if you're sick for two weeks as an employee, maybe it hurts your OKRs, but you'll be fine. If you're sick for two weeks as a solo founder, that can be catastrophic. And if you need to do something like take parental leave for six months, the company can't just continue on without you like it could if you worked for a large company.
But as you said, you get the consistency of being your own boss and directing your own time, which more than makes up for it for me.
Yup, I always say – the hardest part of my job is that if I don't do it, nothing gets done. That copy error on the website. That minor bug. We take for granted the velocity we get by having colleagues. If I get lazy, everything grinds to a halt. And those little nits add up. But I strongly agree it's all worth it.
It really depends on what you want to do. By the nature of being self-directed, you elect what roles you want to play. I personally don't love the marketing and sales cycles, so my current business is B2C and I don't do any marketing.
Almost all growth was done via word of mouth. There are business models whose network effects lean in this direction. In order to use my product, you must bring along peers so it's inherently 'viral'. I fell into this by accident rather than by some grand design, but it became obvious to me after I saw it happen. Design a business in which the flywheel can spin without you, if you don't want to spend your time marketing.
My next business that I'm working on is B2B, so I'll have to have a much stronger handle on marketing and sales. But I'm more ready for that now, after a decade of running a B2C business.
In general, most firms form relationships with marketing lead generation companies. i.e. you pay for customers interested in buying something, and pay a reward if a sale is made.
Don't bother spamming with FAANG, as the conversion rates are still hypothetical for many. Go to trade shows, and note how sales people operate with the public... hint, the big deals are never done on the floor area.
The sales conversion rates and tax postures will determine if this type of business is viable in your area. =3
I get exactly what you are saying, but honestly man freedom is the best. I’m so happy every day as long as I have my computer an can work on taking over the world. Every day feels like school holidays to me
Most people start side-businesses for tax reasons, and those that seek others to solve their problems for them... usually don't last long in business.
I've witnessed many firms run the gauntlet with varying levels of success, and would suggest the following:
1. sell what the customer already wants, as people with loss aversion stick with what they already know.
2. sell what makes customers feel good buying, and reward them with actual functional utility in their life
3. Never compete, focus on service with a novel niche product. Stupid people by their nature destroy everything around them regardless of long term benefit.
4. Never hire people unless absolutely necessary, and contract with tax responsibility clauses when possible.
5. Never buy equipment unless absolutely necessary, or lease when possible
6. Never enter legal or subscription agreements even with your own legal specialists feedback
7. Never become a poser burning $170k/month on labor in a vestigial office
8. Position your firm to leverage tax and grant programs
9. Stay quiet (especially online in a sea of cons), and only talk about the distant past when people try to goad you into telling them how you make revenue
10. Avoid bums in suits as many are dangerous well practiced thieves. Never let technical staff talk with the customers, or vendors. Some people go crazy when they see a bit of money, and do not behave rationally.
11. There must only be 1 president, and all agreements must be in contract form.
12. Never risk more than 15% of annual revenue on ANY deal. Customers lie and disappear on rare occasion... Large firms can grab your firm like a dog with a rag doll, and may still stiff you on the contract knowing the legal and fiscal power asymmetry
13. Chasing customers means your business model still needs work. If people are happy with what you are providing, than growth should naturally happen every year
14. Go to trade shows to see what other people are selling, and ask yourself what else does the customer need
15. Cash is king, as long as the money flows most other problems are irrelevant
The observation about illness being catastrophic for a solo founder generalizes to something important: the fundamental fragility of single-threaded systems.
The bootstrapping community romanticizes the solo journey, but the actual competitive advantage isn't independence — it's the tight feedback loop between maker and market. You don't need permission to pivot, consensus to ship, or a board to convince that metrics are temporarily wrong because you're investing in something better.
What strikes me about eight-year stories is the compounding effect of small, correct decisions. VC-backed companies make a few big bets. Bootstrappers make thousands of small ones. Over eight years, you accumulate an enormous amount of market-specific knowledge that no amount of funding can buy. That's the real moat — not the code, not the brand, but the scar tissue from years of direct customer contact.
The best bootstrapper marketing I've seen is exactly what this post is: radical transparency about the journey. People don't buy from bootstrappers because of features. They buy because they trust someone who's been showing up for eight years.
Maybe it's just me, but it seems kind of weird to say you earned $8,200 in "profit" when there was no salary. Profit is typically the excess a business earns above its costs. For a solo founder, it can be a little tricky because the more you pay yourself in salary, the less you have in profit (and vice versa). But here, there was no salary. Maybe "earnings" or "income" would be a better term to use? Otherwise someone might (particularly for other years) think that the business earned $PROFIT dollars beyond all other costs, including presumably some sort of salary for all employees/contractors.
Yea. Perhaps a better metric to use would be Seller's Discretionary Earnings (SDE) which includes the owner's salary, benefits, and discretionary expenses, after adjusting for non-recurring, non-operating, and non-cash items. This metric is often used when one person wants to acquire another business.
For a solo company (which I assume is the situation here), it seems rather expected. Income minus expenses is the profit. No salary as expenses this year.
I've had a similar journey to yours. Started January 1st 2019, early 30s, had a second kid. Loving every minute of it, though I do wonder when the fun is going to end. Every year I'm surprised the business keeps growing. This year my goal is to diversify to try and ease that gnawing anxiety, but every time I try working on something else I feel guilty about ignoring what's already been working for me. Tempted to just sell so I can have a bigger cushion and less distraction on my next venture, but not sure how the current climate would affect the valuation.
I recommend having an initial talk with a broker if you're thinking about it at all.
The brokers I've met are happy to talk if you have a profitable business, even if you don't plan on selling anytime soon, and you don't have to sign anything to commit to them. They can talk to you about what you can do to prepare for an exit even if you don't expect that to happen for several years (and it might take you several years to manage yourself out of the business).
I personally liked the broker I worked with and recommend him.[0]
Looking back, how do you feel about your slate of past projects?
I'm curious as TinyPilot is your most successful project and it looks like the most business-oriented thing you built: as in, its a product aimed at serious businesses. Whereas Zestful is a niche micro-saas and Is It Keto is a niche website. Perhaps I'm characterizing things wrong, but that's my rough perception.
>Looking back, how do you feel about your slate of past projects?
I feel like I learned something valuable from all of them.
The ones I'm most proud of are TinyPilot, my book, and my blogging course (in that order). Those are, uncoincidentally, the ones where I found product-market fit, whereas the rest never really achieved that.
TinyPilot was business-oriented by mistake. When I initially made it, I thought the market was entirely hobbyists who would rather make a DIY KVM than buy a $600 enterprise-y device. As I continued working on it, I found that my customers were much more interested in paying a higher price for a pre-made device than saving money with a DIY solution.
But yeah, I think the fact that it appealed to businesses made it more viable than my other business attempts that were consumer-focused.
I’ve been reading your blogs for the past 8-years.
Question: do you not have income concerns / pressures?
Please take this question from a positive place but it seems like you’ve been able to sustain years of relatively low pay (especially since you’re a father now) without concern.
I’m not sure most people can endure as long as you have and it makes me wonder if you have supplemental income not accounted for.
Not asking you to share anything you don’t feel comfortable with … and your transparency over the years has hugely influenced my thinking on should I start my own business.
> Question: do you not have income concerns / pressures?
Yes, definitely. I am a bit worried about not being able to get back to $100k+/yr in income, and I'm less confident that the safety net of "just go back to FAANG" is still available.
> I’m not sure most people can endure as long as you have and it makes me wonder if you have supplemental income not accounted for.
I do. We have investments that provide additional income. We also live in Western Massachusetts, in an area where living costs are fairly low, so we fortunately don't need to draw down much from our investments to get by.
I'd love to learn more about your process of the sale. And in your graphs, is that attributed to profit/revenue in 2024?
I'm on a super similar journey. Started in 2022, did about 400k in revenue in 2025 at 79% margin, we'll se how this year goes. Theres a world where i'd love to add a lot of scale, but that'll rely on some experiments (underway) panning out. It's 'failure' in most peoples books but 2x'ing would be great too?!
How did you find a buyer? How did you come to a sale price? Why didn't you keep going?
> I'm on a super similar journey. Started in 2022, did about 400k in revenue in 2025 at 79% margin, we'll se how this year goes. Theres a world where i'd love to add a lot of scale, but that'll rely on some experiments (underway) panning out. It's 'failure' in most peoples books but 2x'ing would be great too?!
Nice, congrats!
Yeah, I think depending on what bubble you're in, bootstrapping to 400k and 2x'ing every few years is either failure or amazing. The VC/hypergrowth path doesn't appeal to me, so I think something that gives you $100k+/yr in profit is a huge success.
> I'd love to learn more about your process of the sale.
Sure, I wrote a couple of posts with the details.[0, 1]
Thanks for the reply. Just to clarify the picture for me, was the 2024 jump in profit attributing the sale or was that just a solid year?
Agreed on the 2x every year or two being a weird failure state. I've done both, and I'm at a junction point right now, but I really think a huge part of going all in on the VC route is finding the right money to work with. I've been mostly technical, hidden in dark places all my life. I love having the chance to be customer facing, i love the business side of my work, but doing that with the wrong backers is so unappealing i'd rather not have their money.
I'm curious about your book journey. Sounds like having a big audience and pre-existing list really helps! How did you go about building that audience and list, and what helped the most to doing that? Which lists / audience converted the most for your book offer, and how did you promote or otherwise let folks know about your book? What was the compelling ask to pre-order a book? And, how do you plan to publish the book? Lots of book questions
> Sounds like having a big audience and pre-existing list really helps!
I didn't have a particularly big audience. I had about 2k mailing list subscribers on my main blog, but a pretty small percentage of them purchased. And I had something like 600 subscribers for the book because I've been saying I'd write it since 2021, but all I had was a mailing list.
> How did you go about building that audience and list, and what helped the most to doing that?
I haven't been focused on growing the list that much.
My main goal right now is to get feedback from readers and use it to improve the book. Once the book is done and I can't think of ways to improve it, I'll probably switch to focusing more on finding more places to find paying readers.
> Which lists / audience converted the most for your book offer
I find the most paying readers from HN, actually. I don't think it's the most in terms of conversion percentage, but it's the most in absolute terms because HN is so big. And then there are secondary effects of something doing well on HN because people share the link on other, smaller sites and social media.
> how did you promote or otherwise let folks know about your book?
The thing that's always worked best for me is writing blog posts that I hope my target audience will find interesting. So the thing that's worked for the book is adapting parts of the book to standalone blog posts and sharing those online.[0] A few of those posts did well on HN because I tried to make them interesting to developers interested in writing/blogging.[1]
> What was the compelling ask to pre-order a book?
Haha, maybe I should craft that more. It's mainly that they get to read more of whatever samples they've already hopefully found useful.
My pitch for early access is that early readers get to read it and ask me questions and help shape the book.
> And, how do you plan to publish the book?
I'm already publishing it as a PDF/epub that I sell through Stripe.
I might eventually do a print run or sell Amazon, but I hate dealing with Amazon and physical products, so I'd have to be really confident it would have a big impact on sales.
I'm currently a solo bootstrapped founder, have done short stints in the past - 1 year in 2022, then became cofounder of a funded startup for a year. Now doing it again.
Question is how you stay motivated to keep at it - looks like it took about 4 years before you made similar to your Google salary, did family pressure or external pressure ever impact you? Or is it mainly just keep your eyes on the longer term goal?
I'm also quite lucky that I was aiming for lean-FIRE before I left Facebook, so I have the luxury of being able to keep at it, but sometimes it is demotivating seeing peers / others.
> Question is how you stay motivated to keep at it - looks like it took about 4 years before you made similar to your Google salary, did family pressure or external pressure ever impact you? Or is it mainly just keep your eyes on the longer term goal?
I found it helpful to go in with low expectations.
I was listening to a lot of podcasts about bootstrapping while I was still at Google in 2017-2018, and even the big success stories usually had 5+ years of failing or succeeding only marginally. So, I went in with the expectation that I'd probably fail for the first 5 years, and so there wasn't that feeling of disappointment from not earning much the first few years.
I also had a lot of lucky conditions that made it easy to take the risk at the time, including no family to support, lots of savings, low expenses.
> I'm also quite lucky that I was aiming for lean-FIRE before I left Facebook, so I have the luxury of being able to keep at it, but sometimes it is demotivating seeing peers / others.
Yeah, honestly I do sometimes think, "Wow, if I'd stayed at Google and kept getting that comp (which was about 50% equity IIRC), that would be a lot of money." But I also am very pleased with my life now, and I know I wouldn't have enjoyed my job nearly as much for the last 8 years had I stayed an employee. And that's a huge amount of my life to not do what I'd like to do.
> How do you see the solo bootstrapping landscape going forward? In what ways do you see agentic coding changing things?
It's hard to say. I think it could go either way.
My optimistic take is that it has a similar effect to cloud computing on solo bootstrapping. If you tried to start a SaaS company in 2005, you'd have a hard time because in addition to knowing software, you'd also have to know how to provision servers in a data center, so you didn't see a lot of one-person software success stories from that era. But then with cloud computing, it radically lowered the barrier to entry, and there were lots of one-person SaaS businesses making $1M+/yr.
So, the best case for me is if that AI increases the power of solo bootstrappers even more so if you're great at software but terrible at website design / running ads, you don't have to hire people to help you anymore, and you can achieve more by yourself.
The pessimistic outcome is that it becomes less profitable to be a bootstrapped founder because the reduced barrier to entry means you're competing with 10-100x as many people and that companies are more comfortable building in-house tools with AI rather than purchasing B2B SaaS products.[0]
I actually have a hard time imagining B2B SaaS dying because AI makes it easy to roll your own tools. I feel like even if you reduced dev cost to nearly zero, there's still headache of maintaining an app. Like, for my last business, we were paying $200/mo for HelpScout to manage support emails. If one of the devs said they spun up a reimplementation of HelpScout over the weekend that we could run for $2/mo, I'd still say no because the cost of managing it internally is at least $200/mo of people's focus.
> I actually have a hard time imagining B2B SaaS dying because AI makes it easy to roll your own tools
Agreed. I think software engineers are misunderstanding why the SaaSpocalypse is (has?) happening.
It feels like software engineers think the SaaSpocalypse is due to technical commodity: "Oh no! Claude can bang out a fully functioning Slack/Monday.com over a weekend! There goes Slack/Monday.com"
The selloff is being driven by the "Seat Replacement" fear: SaaS charges "per seat" or "per human user" - but if an agent can do the work of X (>1) humans, then "seats" sold shrink, reducing the valuation and profitability of SaaS companies that are driven by seat multiples.
This has no impact on the valuation or stress of bootstrapped businesses like yours where you don't have to answer to either VCs or shareholders. It's more likely bootstrapped businesses will get a revival as people seek to work closer with founders who are focused on building a sustainable, long term value add than an unsustainable, blitzscaling play.
In fact, if I am not mistaken, it will reduce the edge VC funded companies have over bootstrapped businesses like yours (eg: the CAC is set on a more level field when blitzscaling funds reduce or disappear).
I think that "align your business with your passion" is a really important factor that divides the succesful from the not. When I look at Pieter Levels, he doesn't really seem to build ideas to make money. His projects seem to start off as play, and eventually they evolve into something new he can charge for.
I do give this author praise for actually being transparent.
> In total, I had $8.2k in profit on $16.3k in revenue. That was my total income for the year, which is obviously not enough to support a family, but my wife also works, and we have savings/investments.
Self bootstrapping is not for the weak. At the height of the "indie grind set", you would get all of these "indie developers" raiding your social media feeds with click bait shit like "I bootstrapped my project and earned 100M pre-revenue11!1!!!1"
In reality, a very small minority even make a living self bootstrapping. It’s quite literally the lottery.
Author in this case clearly has fallback (rich/working partners, savings, and ofc probably still has $ from TinyPilot sale).
Unfortunately, for the lot of us. You end up working for shitty Fortune 500 company, work on useless/mindless shit, grind for 8 hrs, collect paycheck, eat, sleep, and repeat.
No unions to have our backs when incompetent management wants to cater to shareholders. No stability. Maybe get laid off for vague reason. Find another shitty job and hope for less shitty management.
I like these kind of stories. Insight into these situation is inspiring. When I hang up the gloves in my current role I'll probably do something similar.
But, come on ... isn't it just a touch disingenuous to call this a bootstrap situation?
I assume an ex-Google developer jettisoned with a decent safety net. Perhaps I'm wrong. But I have a very different idea of what bootstrapping is.
Anyway, kudos to you ... making your own move is brave and commendable.
out of curiosity, which one is the bigger part of your "financial cushion" nowadays? is it still mostly the ex-Google income/savings or has the TinyPilot exit taken that place?
Thanks for being so transparent. As a fellow solo bootstrapper, I think the thing people most often misunderstand is the relative inconsistency (income, "wins", the camaraderie, etc.) so it's nice for you to bare all.
That being said, you do get the consistency of independence and autonomy. As I watch my peers deal with crappy work environments, losing their jobs, and other bullshit, I just keep chugging along: self-directed and happy to not have to answer to anyone.
I've found it tough to talk about being a solo bootstrapper though. People don't seem all that interested in it until you catch them in the right light or perspective. Mostly they just care to know how much money you make (which to me ends up being rather shallow), or they can't relate to the process since it's so divorced from the traditional path. I mostly just keep my head down and keep working, since that's what I enjoy the most.
> Thanks for being so transparent. As a fellow solo bootstrapper, I think the thing people most often misunderstand is the relative inconsistency (income, "wins", the camaraderie, etc.) so it's nice for you to bare all.
> That being said, you do get the consistency of independence and autonomy. As I watch my peers deal with crappy work environments, losing their jobs, and other bullshit, I just keep chugging along: self-directed and happy to not have to answer to anyone.
Yes, I completely agree.
Bootstrapping, you realize that employment smooths out a lot of issues for you. Like if you're sick for two weeks as an employee, maybe it hurts your OKRs, but you'll be fine. If you're sick for two weeks as a solo founder, that can be catastrophic. And if you need to do something like take parental leave for six months, the company can't just continue on without you like it could if you worked for a large company.
But as you said, you get the consistency of being your own boss and directing your own time, which more than makes up for it for me.
Yup, I always say – the hardest part of my job is that if I don't do it, nothing gets done. That copy error on the website. That minor bug. We take for granted the velocity we get by having colleagues. If I get lazy, everything grinds to a halt. And those little nits add up. But I strongly agree it's all worth it.
Concerning independence and autonomy, I ruefully recall hearing the saying “You get to work your own hours … as long as it’s all of them.”
This is the path I want to take too. Do you find it difficult to focus on the marketing and sales side of the business rather than the building part?
It really depends on what you want to do. By the nature of being self-directed, you elect what roles you want to play. I personally don't love the marketing and sales cycles, so my current business is B2C and I don't do any marketing.
Almost all growth was done via word of mouth. There are business models whose network effects lean in this direction. In order to use my product, you must bring along peers so it's inherently 'viral'. I fell into this by accident rather than by some grand design, but it became obvious to me after I saw it happen. Design a business in which the flywheel can spin without you, if you don't want to spend your time marketing.
My next business that I'm working on is B2B, so I'll have to have a much stronger handle on marketing and sales. But I'm more ready for that now, after a decade of running a B2C business.
No, that's the lie investors keep telling you until you think you need them.
In general, most firms form relationships with marketing lead generation companies. i.e. you pay for customers interested in buying something, and pay a reward if a sale is made.
Don't bother spamming with FAANG, as the conversion rates are still hypothetical for many. Go to trade shows, and note how sales people operate with the public... hint, the big deals are never done on the floor area.
The sales conversion rates and tax postures will determine if this type of business is viable in your area. =3
I get exactly what you are saying, but honestly man freedom is the best. I’m so happy every day as long as I have my computer an can work on taking over the world. Every day feels like school holidays to me
Most people start side-businesses for tax reasons, and those that seek others to solve their problems for them... usually don't last long in business.
I've witnessed many firms run the gauntlet with varying levels of success, and would suggest the following:
1. sell what the customer already wants, as people with loss aversion stick with what they already know.
2. sell what makes customers feel good buying, and reward them with actual functional utility in their life
3. Never compete, focus on service with a novel niche product. Stupid people by their nature destroy everything around them regardless of long term benefit.
4. Never hire people unless absolutely necessary, and contract with tax responsibility clauses when possible.
5. Never buy equipment unless absolutely necessary, or lease when possible
6. Never enter legal or subscription agreements even with your own legal specialists feedback
7. Never become a poser burning $170k/month on labor in a vestigial office
8. Position your firm to leverage tax and grant programs
9. Stay quiet (especially online in a sea of cons), and only talk about the distant past when people try to goad you into telling them how you make revenue
10. Avoid bums in suits as many are dangerous well practiced thieves. Never let technical staff talk with the customers, or vendors. Some people go crazy when they see a bit of money, and do not behave rationally.
11. There must only be 1 president, and all agreements must be in contract form.
12. Never risk more than 15% of annual revenue on ANY deal. Customers lie and disappear on rare occasion... Large firms can grab your firm like a dog with a rag doll, and may still stiff you on the contract knowing the legal and fiscal power asymmetry
13. Chasing customers means your business model still needs work. If people are happy with what you are providing, than growth should naturally happen every year
14. Go to trade shows to see what other people are selling, and ask yourself what else does the customer need
15. Cash is king, as long as the money flows most other problems are irrelevant
Best of luck, =3
The observation about illness being catastrophic for a solo founder generalizes to something important: the fundamental fragility of single-threaded systems.
The bootstrapping community romanticizes the solo journey, but the actual competitive advantage isn't independence — it's the tight feedback loop between maker and market. You don't need permission to pivot, consensus to ship, or a board to convince that metrics are temporarily wrong because you're investing in something better.
What strikes me about eight-year stories is the compounding effect of small, correct decisions. VC-backed companies make a few big bets. Bootstrappers make thousands of small ones. Over eight years, you accumulate an enormous amount of market-specific knowledge that no amount of funding can buy. That's the real moat — not the code, not the brand, but the scar tissue from years of direct customer contact.
The best bootstrapper marketing I've seen is exactly what this post is: radical transparency about the journey. People don't buy from bootstrappers because of features. They buy because they trust someone who's been showing up for eight years.
Maybe it's just me, but it seems kind of weird to say you earned $8,200 in "profit" when there was no salary. Profit is typically the excess a business earns above its costs. For a solo founder, it can be a little tricky because the more you pay yourself in salary, the less you have in profit (and vice versa). But here, there was no salary. Maybe "earnings" or "income" would be a better term to use? Otherwise someone might (particularly for other years) think that the business earned $PROFIT dollars beyond all other costs, including presumably some sort of salary for all employees/contractors.
Yea. Perhaps a better metric to use would be Seller's Discretionary Earnings (SDE) which includes the owner's salary, benefits, and discretionary expenses, after adjusting for non-recurring, non-operating, and non-cash items. This metric is often used when one person wants to acquire another business.
For a solo company (which I assume is the situation here), it seems rather expected. Income minus expenses is the profit. No salary as expenses this year.
Assuming it’s an S-corp, Founders will try to get as much as possible in profit/dividends, as that is taxed better than income.
I've had a similar journey to yours. Started January 1st 2019, early 30s, had a second kid. Loving every minute of it, though I do wonder when the fun is going to end. Every year I'm surprised the business keeps growing. This year my goal is to diversify to try and ease that gnawing anxiety, but every time I try working on something else I feel guilty about ignoring what's already been working for me. Tempted to just sell so I can have a bigger cushion and less distraction on my next venture, but not sure how the current climate would affect the valuation.
I recommend having an initial talk with a broker if you're thinking about it at all.
The brokers I've met are happy to talk if you have a profitable business, even if you don't plan on selling anytime soon, and you don't have to sign anything to commit to them. They can talk to you about what you can do to prepare for an exit even if you don't expect that to happen for several years (and it might take you several years to manage yourself out of the business).
I personally liked the broker I worked with and recommend him.[0]
[0] https://quietlight.com/advisors/chris-guthrie/
this feels a lot like an ad or promotion, but the core idea is something I have never thought about.
I can see how it comes across that way. I have no relationship with Quiet Light except as a satisfied client.
Looking back, how do you feel about your slate of past projects?
I'm curious as TinyPilot is your most successful project and it looks like the most business-oriented thing you built: as in, its a product aimed at serious businesses. Whereas Zestful is a niche micro-saas and Is It Keto is a niche website. Perhaps I'm characterizing things wrong, but that's my rough perception.
Thanks for reading!
>Looking back, how do you feel about your slate of past projects?
I feel like I learned something valuable from all of them.
The ones I'm most proud of are TinyPilot, my book, and my blogging course (in that order). Those are, uncoincidentally, the ones where I found product-market fit, whereas the rest never really achieved that.
TinyPilot was business-oriented by mistake. When I initially made it, I thought the market was entirely hobbyists who would rather make a DIY KVM than buy a $600 enterprise-y device. As I continued working on it, I found that my customers were much more interested in paying a higher price for a pre-made device than saving money with a DIY solution.
But yeah, I think the fact that it appealed to businesses made it more viable than my other business attempts that were consumer-focused.
Hey OP, thanks for posting your journey. This helps more than you know
Thanks for reading! I'm really glad to hear that you found it helpful!
Author here.
Happy to answer any questions or take feedback about this post.
I’ve been reading your blogs for the past 8-years.
Question: do you not have income concerns / pressures?
Please take this question from a positive place but it seems like you’ve been able to sustain years of relatively low pay (especially since you’re a father now) without concern.
I’m not sure most people can endure as long as you have and it makes me wonder if you have supplemental income not accounted for.
Not asking you to share anything you don’t feel comfortable with … and your transparency over the years has hugely influenced my thinking on should I start my own business.
Thanks for reading for so long!
> Question: do you not have income concerns / pressures?
Yes, definitely. I am a bit worried about not being able to get back to $100k+/yr in income, and I'm less confident that the safety net of "just go back to FAANG" is still available.
> I’m not sure most people can endure as long as you have and it makes me wonder if you have supplemental income not accounted for.
I do. We have investments that provide additional income. We also live in Western Massachusetts, in an area where living costs are fairly low, so we fortunately don't need to draw down much from our investments to get by.
I'd love to learn more about your process of the sale. And in your graphs, is that attributed to profit/revenue in 2024?
I'm on a super similar journey. Started in 2022, did about 400k in revenue in 2025 at 79% margin, we'll se how this year goes. Theres a world where i'd love to add a lot of scale, but that'll rely on some experiments (underway) panning out. It's 'failure' in most peoples books but 2x'ing would be great too?!
How did you find a buyer? How did you come to a sale price? Why didn't you keep going?
> I'm on a super similar journey. Started in 2022, did about 400k in revenue in 2025 at 79% margin, we'll se how this year goes. Theres a world where i'd love to add a lot of scale, but that'll rely on some experiments (underway) panning out. It's 'failure' in most peoples books but 2x'ing would be great too?!
Nice, congrats!
Yeah, I think depending on what bubble you're in, bootstrapping to 400k and 2x'ing every few years is either failure or amazing. The VC/hypergrowth path doesn't appeal to me, so I think something that gives you $100k+/yr in profit is a huge success.
> I'd love to learn more about your process of the sale.
Sure, I wrote a couple of posts with the details.[0, 1]
[0] https://mtlynch.io/i-sold-tinypilot/
[1] https://mtlynch.io/lessons-from-my-first-exit/
Thanks for the reply. Just to clarify the picture for me, was the 2024 jump in profit attributing the sale or was that just a solid year?
Agreed on the 2x every year or two being a weird failure state. I've done both, and I'm at a junction point right now, but I really think a huge part of going all in on the VC route is finding the right money to work with. I've been mostly technical, hidden in dark places all my life. I love having the chance to be customer facing, i love the business side of my work, but doing that with the wrong backers is so unappealing i'd rather not have their money.
Edit: just skimmed your prior post (https://mtlynch.io/i-sold-tinypilot/). Great stuff, love the transparency!
> Thanks for the reply. Just to clarify the picture for me, was the 2024 jump in profit attributing the sale or was that just a solid year?
Mostly the sale. The deal closed in April, but Jan-March was an especially profitable quarter.[0]
[0] https://mtlynch.io/retrospectives/2024/04/
Do you do podcast interviews? Would love to dig into the no-VC/hypergrowth path as that's what I'm all about.
Yep, the place where I've talked about it the most has been The Software Misadventures Podcast.[0, 1]
[0] https://softwaremisadventures.com/p/michael-lynch-on-quittin... (2022, two years into the business)
[1] https://softwaremisadventures.com/p/michael-lynch-indie-hack... (2024, just after I sold)
I think scalemaxx is offering to interview you.
Oh, I'm open to that!
Yes indeed! What's the best place to reach out?
You can email me through the address here: https://mtlynch.io/about/
I'm curious about your book journey. Sounds like having a big audience and pre-existing list really helps! How did you go about building that audience and list, and what helped the most to doing that? Which lists / audience converted the most for your book offer, and how did you promote or otherwise let folks know about your book? What was the compelling ask to pre-order a book? And, how do you plan to publish the book? Lots of book questions
> Sounds like having a big audience and pre-existing list really helps!
I didn't have a particularly big audience. I had about 2k mailing list subscribers on my main blog, but a pretty small percentage of them purchased. And I had something like 600 subscribers for the book because I've been saying I'd write it since 2021, but all I had was a mailing list.
> How did you go about building that audience and list, and what helped the most to doing that?
I haven't been focused on growing the list that much.
My main goal right now is to get feedback from readers and use it to improve the book. Once the book is done and I can't think of ways to improve it, I'll probably switch to focusing more on finding more places to find paying readers.
> Which lists / audience converted the most for your book offer
I find the most paying readers from HN, actually. I don't think it's the most in terms of conversion percentage, but it's the most in absolute terms because HN is so big. And then there are secondary effects of something doing well on HN because people share the link on other, smaller sites and social media.
> how did you promote or otherwise let folks know about your book?
The thing that's always worked best for me is writing blog posts that I hope my target audience will find interesting. So the thing that's worked for the book is adapting parts of the book to standalone blog posts and sharing those online.[0] A few of those posts did well on HN because I tried to make them interesting to developers interested in writing/blogging.[1]
> What was the compelling ask to pre-order a book?
Haha, maybe I should craft that more. It's mainly that they get to read more of whatever samples they've already hopefully found useful.
My pitch for early access is that early readers get to read it and ask me questions and help shape the book.
> And, how do you plan to publish the book?
I'm already publishing it as a PDF/epub that I sell through Stripe.
I might eventually do a print run or sell Amazon, but I hate dealing with Amazon and physical products, so I'd have to be really confident it would have a big impact on sales.
[0] https://refactoringenglish.com/chapters/
[1] https://refactoringenglish.com/tools/hn-popularity/domain/?d...
I'm starting my journey as an indie developer, how do you keep motivated after weeks of no traction, etc.
I'm currently a solo bootstrapped founder, have done short stints in the past - 1 year in 2022, then became cofounder of a funded startup for a year. Now doing it again.
Question is how you stay motivated to keep at it - looks like it took about 4 years before you made similar to your Google salary, did family pressure or external pressure ever impact you? Or is it mainly just keep your eyes on the longer term goal?
I'm also quite lucky that I was aiming for lean-FIRE before I left Facebook, so I have the luxury of being able to keep at it, but sometimes it is demotivating seeing peers / others.
> Question is how you stay motivated to keep at it - looks like it took about 4 years before you made similar to your Google salary, did family pressure or external pressure ever impact you? Or is it mainly just keep your eyes on the longer term goal?
I found it helpful to go in with low expectations.
I was listening to a lot of podcasts about bootstrapping while I was still at Google in 2017-2018, and even the big success stories usually had 5+ years of failing or succeeding only marginally. So, I went in with the expectation that I'd probably fail for the first 5 years, and so there wasn't that feeling of disappointment from not earning much the first few years.
I also had a lot of lucky conditions that made it easy to take the risk at the time, including no family to support, lots of savings, low expenses.
> I'm also quite lucky that I was aiming for lean-FIRE before I left Facebook, so I have the luxury of being able to keep at it, but sometimes it is demotivating seeing peers / others.
Yeah, honestly I do sometimes think, "Wow, if I'd stayed at Google and kept getting that comp (which was about 50% equity IIRC), that would be a lot of money." But I also am very pleased with my life now, and I know I wouldn't have enjoyed my job nearly as much for the last 8 years had I stayed an employee. And that's a huge amount of my life to not do what I'd like to do.
How do you see the solo bootstrapping landscape going forward? In what ways do you see agentic coding changing things?
> How do you see the solo bootstrapping landscape going forward? In what ways do you see agentic coding changing things?
It's hard to say. I think it could go either way.
My optimistic take is that it has a similar effect to cloud computing on solo bootstrapping. If you tried to start a SaaS company in 2005, you'd have a hard time because in addition to knowing software, you'd also have to know how to provision servers in a data center, so you didn't see a lot of one-person software success stories from that era. But then with cloud computing, it radically lowered the barrier to entry, and there were lots of one-person SaaS businesses making $1M+/yr.
So, the best case for me is if that AI increases the power of solo bootstrappers even more so if you're great at software but terrible at website design / running ads, you don't have to hire people to help you anymore, and you can achieve more by yourself.
The pessimistic outcome is that it becomes less profitable to be a bootstrapped founder because the reduced barrier to entry means you're competing with 10-100x as many people and that companies are more comfortable building in-house tools with AI rather than purchasing B2B SaaS products.[0]
I actually have a hard time imagining B2B SaaS dying because AI makes it easy to roll your own tools. I feel like even if you reduced dev cost to nearly zero, there's still headache of maintaining an app. Like, for my last business, we were paying $200/mo for HelpScout to manage support emails. If one of the devs said they spun up a reimplementation of HelpScout over the weekend that we could run for $2/mo, I'd still say no because the cost of managing it internally is at least $200/mo of people's focus.
[0] https://news.ycombinator.com/item?id=46888441
> I actually have a hard time imagining B2B SaaS dying because AI makes it easy to roll your own tools
Agreed. I think software engineers are misunderstanding why the SaaSpocalypse is (has?) happening.
It feels like software engineers think the SaaSpocalypse is due to technical commodity: "Oh no! Claude can bang out a fully functioning Slack/Monday.com over a weekend! There goes Slack/Monday.com"
The selloff is being driven by the "Seat Replacement" fear: SaaS charges "per seat" or "per human user" - but if an agent can do the work of X (>1) humans, then "seats" sold shrink, reducing the valuation and profitability of SaaS companies that are driven by seat multiples.
This has no impact on the valuation or stress of bootstrapped businesses like yours where you don't have to answer to either VCs or shareholders. It's more likely bootstrapped businesses will get a revival as people seek to work closer with founders who are focused on building a sustainable, long term value add than an unsustainable, blitzscaling play.
In fact, if I am not mistaken, it will reduce the edge VC funded companies have over bootstrapped businesses like yours (eg: the CAC is set on a more level field when blitzscaling funds reduce or disappear).
I think that "align your business with your passion" is a really important factor that divides the succesful from the not. When I look at Pieter Levels, he doesn't really seem to build ideas to make money. His projects seem to start off as play, and eventually they evolve into something new he can charge for.
Levels has no passion for his projects. They're all quick grifts.
I do give this author praise for actually being transparent.
> In total, I had $8.2k in profit on $16.3k in revenue. That was my total income for the year, which is obviously not enough to support a family, but my wife also works, and we have savings/investments.
Self bootstrapping is not for the weak. At the height of the "indie grind set", you would get all of these "indie developers" raiding your social media feeds with click bait shit like "I bootstrapped my project and earned 100M pre-revenue11!1!!!1"
In reality, a very small minority even make a living self bootstrapping. It’s quite literally the lottery.
Author in this case clearly has fallback (rich/working partners, savings, and ofc probably still has $ from TinyPilot sale).
Unfortunately, for the lot of us. You end up working for shitty Fortune 500 company, work on useless/mindless shit, grind for 8 hrs, collect paycheck, eat, sleep, and repeat.
No unions to have our backs when incompetent management wants to cater to shareholders. No stability. Maybe get laid off for vague reason. Find another shitty job and hope for less shitty management.
I like these kind of stories. Insight into these situation is inspiring. When I hang up the gloves in my current role I'll probably do something similar.
But, come on ... isn't it just a touch disingenuous to call this a bootstrap situation?
I assume an ex-Google developer jettisoned with a decent safety net. Perhaps I'm wrong. But I have a very different idea of what bootstrapping is.
Anyway, kudos to you ... making your own move is brave and commendable.
Thanks for reading!
> But, come on ... isn't it just a touch disingenuous to call this a bootstrap situation?
> I assume an ex-Google developer jettisoned with a decent safety net. Perhaps I'm wrong. But I have a very different idea of what bootstrapping is.
Yeah, I agree and wish I had a better term. I've heard people talking about "bootstrapping" a business with $200k+, and I roll my eyes.
I used to call these updates "My Xth Year as a Solo Developer" but that stopped making sense when I was working with a team.
out of curiosity, which one is the bigger part of your "financial cushion" nowadays? is it still mostly the ex-Google income/savings or has the TinyPilot exit taken that place?