Our
Thesis
We have one belief that drives every decision at Zohmey. Everything else follows from it.
"The best companies are built by founders who cannot stop thinking about a problem. Not the ones with the best slides or the warmest intro. The obsessed ones. We back obsession — at any stage, in any industry."
The Founder We Back
We are sector-agnostic and stage-specific. We back founders at the earliest possible moment — before product, sometimes before a clear business model. What we look for is not credentials or connections. It's a founder who has lived the problem, understands it more deeply than anyone else, and has the grit to see it through.
The Problem We Look For
We don't filter by industry, technology, or market size. We filter by problem sharpness. Can you describe the pain in one sentence? Do real people have this problem today? Have you spoken to at least 10 of them? If yes — and if you're the right person to solve it — we want to hear from you.
What Success Looks Like
By the end of a Zohmey cohort, you have three things: a shipped product, paying or active users, and a story you can tell investors. First 100 customers is not a vanity milestone — it is evidence that something real exists. Everything after that is scale. We get you to the evidence.
Case
Studies
Representative examples of the type of founder progress Zohmey is designed to accelerate at the earliest stage.
From Compliance Friction To Workflow Product
A construction-focused founder entered with only a sharp operational problem and field knowledge. The work centered on narrowing the user, simplifying the scope, and building around the most painful workflow first.
Solo-Developer Pain, Sharpened Into A Product
The founder had strong personal knowledge of the problem but little product clarity. The program focused on customer language, MVP boundaries, and a positioning strategy that made the tool legible to very small teams.
Rural Logistics, Validated Before Scale
The core challenge was not only building product, but making sure the operational pain was validated with the right buyers early. The work prioritized pilot design, process clarity, and evidence over premature expansion.