Roei Samuel

Dogooders and accelerators staffed by professional delivery people who have never founded or operated startups are dangerous. I've just come off the phone from a founder who was advised to raise £xm by the mentors on an accelerator. These are people who sell themselves as knowledgeable in this space but are anything but. Th problem is the only needed 25% of the amount they advised (including buffer). If he raises this amount at this stage, he'll likely have to give away a third of his business. Which is far far too much far far too early. A little knowledge is a very dangerous thing indeed.

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At Prequel Ventures, we are excited to see our portfolio company Resourcly thriving and raising € 2.7M in seed funding led by Project A. Helena, Ian and the Resourcly team are redefining efficiency in manufacturing supply chains. Millions in long-tail inventory are trapped across factories and Resourcly’s platform turns that waste into working capital. By harmonizing fragmented data and suggesting qualified part alternatives, Resourcly unlocks availability, transparency, and measurable financial impact for global manufacturers. Their agent-based AI seamlessly connects engineering and procurement, driving circularity, resilience, and operational excellence - already proving up to 15% working capital improvement and 20% revenue uplift potential. As backers since their pre-seed round, we're proud of what Helena and Ian have already achieved and excited for everything that's ahead. Onwards and upwards!

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Behind the scenes this week, I caught myself doing something I tell founders not to do. Jumping in. Replying to things that didn’t really need me. Approving bits that were already clear. Not because anything was broken. Just because I’m used to being involved. And that’s how it creeps back in. So I made a few small tweaks: – Clarified who owns a recurring task – Added one simple automated reminder – Removed an approval that wasn’t necessary Nothing big. But it felt lighter almost immediately. That’s what happens when you 𝘁𝗶𝗴𝗵𝘁𝗲𝗻 𝘁𝗵𝗲 𝘀𝘆𝘀𝘁𝗲𝗺 instead of tightening your grip. If you’re curious where you might still be jumping in more than you need to, the 𝘽𝙪𝙨𝙞𝙣𝙚𝙨𝙨 𝙁𝙧𝙚𝙚𝙙𝙤𝙢 𝙎𝙘𝙤𝙧𝙚𝙘𝙖𝙧𝙙 gives you a clear snapshot. Take it here: bit.ly/43xH7eI And if you want to go deeper into how to automate properly (without overcomplicating everything), my latest blog “𝘛𝘩𝘦 𝘚𝘮𝘢𝘳𝘵 𝘉𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘎𝘶𝘪𝘥𝘦 𝘵𝘰 𝘈𝘶𝘵𝘰𝘮𝘢𝘵𝘪𝘰𝘯 𝘛𝘩𝘢𝘵 𝘈𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘞𝘰𝘳𝘬𝘴”, breaks it down step by step: https://lnkd.in/gHum8HCu #BehindTheScenes #SmartAutomation #EntrepreneurLife #WorkSmarterNotHarder #BusinessFreedom #SystemsThatWork

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Nexa has been live for eight months. We're now running live searches in London, New York and Riyadh. Three continents. That feels slightly ridiculous when I look at what we've actually built the company with. Some of our competitors have raised serious amounts of venture capital. Nexa hasn't. It's basically been me, Wasil Ahmed , Muhammad Haseeb in Lahore and some exceptional folks operating as part/time consultants No enormous engineering team. No huge sales team. No millions spent building the product before finding out whether anyone actually wants it. We started selling in January. Since then we've worked with companies including BeyondMath, Novee, XPFlow and now a stealth mode AI infrastructure startup in Saudi Arabia. We've sourced hundreds of candidates, screened hundreds more using AI and helped companies make hires across some genuinely difficult engineering and AI searches. And we're now approaching $250,000 in revenue generated/contracted since launching. I'm proud of the number. But I'm probably more proud of how little it has taken to get there. My last company grew to 35 people. For a long time, headcount felt like progress. This time I'm learning the opposite lesson. AI gives a tiny team an extraordinary amount of leverage, but only if you resist the temptation to build an organisation around work the technology can already do. We're nowhere near where I want Nexa to be. There are still things held together with duct tape. There are product features I desperately want built. There are searches where we're learning in real time. And there is an enormous amount we still don't know. But eight months ago Nexa was an experiment. Today companies in New York, London and Riyadh are trusting us with real hires. This month we're starting conversations about raising our first seed round. Not to prove Nexa can work. I think the last eight months have started answering that question. The question now is what happens when we put some actual fuel behind it.

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