WHAT I LEARNED WORKING WITH A FOOD TECH DISTRIBUTION COMPANY — Write.as

WHAT I LEARNED WORKING WITH A FOOD TECH DISTRIBUTION COMPANY Imagine spending months building a system at the request of client, for free and then to be told that you’ve built is worthless because you have no other customers. This is my story of how I went from a voice powered quick service restaurant system to an automated ordering system for food distribution. From Fast-Food Automation to Industry Opportunity The journey began with a passion project: a voice-powered QSR (drive-thru) system. I was deeply curious to see what I could achieve with machine learning and voice technology. After months of hard work, I built a system that didn’t just work—it worked exceptionally well. Curious about the competitive landscape, I scanned the market and found plenty of "AI solutions" that fell short. Some relied on human labor disguised as AI, while others worked only under highly controlled conditions. I even encountered marketing demos that were clearly fabricated. In contrast, my system was genuinely functional and highly accurate. I created a raw, uncut video of the system in action, uploaded it to my website, and moved on. To my surprise, a US-based company in the food distribution space (I’m based in London) reached out to me after discovering my demo. They were intrigued and pitched the idea of repurposing my system to automate orders between restaurants and food distributors. The Adaptation and Initial Success Excited by the opportunity, I immediately began adapting the system to their specifications. Over one weekend, I built a functional prototype with a basic front-end interface, which I hosted on online for them to test. They were impressed and quickly showcased it at a tech expo to gauge industry interest. After this success, we discussed a partnership model, including a revenue-sharing agreement. I signed an NDA and a trial commercial agreement, believing we had a solid foundation to move forward. When they announced another big expo, I spent five intense days building a polished front-end for them to demonstrate the system. I let them use it, thinking the exposure and interest from their customers would benefit us both. The expo went well, and I received plenty of positive feedback. The Delays and Lack of Communication Things took an unexpected turn when the company delayed integrating the system into their platform for three to four months, citing resource constraints. Despite offering my assistance, I was left out of the loop. Communication became sporadic, and instead of progress updates, I was bogged down with excessive legal documents. When I finally pressed for clarity, they explained that their team was busy scaling their system to handle billions of transactions per month but had now assigned "experienced engineers" to the project. While relieved to hear progress was underway, the lack of transparency remained frustrating. From Partnership Promises to Acquisition Probes Once integration was complete, we revisited the commercial agreement. That’s when everything fell apart. The revenue-sharing model we initially discussed was replaced with a much lower offer that would have left me operating at a loss over time. I countered with the original terms we had agreed upon, but my counteroffer was met with silence. Realizing the partnership path was no longer viable, I suggested they acquire the system outright. They agreed to explore this option, and we began discussing terms. However, instead of making a formal offer, they repeatedly requested technical details about how the system worked, claiming this was necessary to “evaluate its value.” This was deeply frustrating. The system had already proven itself in real-world use with one of their customers. They had praised its functionality and seen its capabilities first hand. Yet, they devalued it, citing my lack of other customers or revenue—despite the fact that I had built the system exclusively for them at their request. They also floated the idea of an acquihire, asking me to interview with their team, but the interview felt more like an attempt to extract technical knowledge than a genuine hiring process. The Breaking Point When it became apparent that their approach was more about fishing for details than moving forward, I set a clear deadline and a fair price for acquisition. I hoped this would bring the process to a resolution. Instead, they abruptly declined, citing an inability to "bridge the value vs. execution gap," and suggested we part ways. After months of effort and patience on my part, their dismissal felt abrupt and dismissive, leaving me with a mix of relief and frustration. Lessons Learned This entire experience was a crash course in the complexities of dealing with larger companies as a solo founder. Here are the key lessons I’ve taken from this: 1. Protect Your IP: As a small business owner, your intellectual property is your most valuable asset. Set clear boundaries on what you share, even under NDA. 2. Get Commitments Early: Verbal agreements or implied understandings aren’t enough. Insist on formal agreements early in the process to avoid wasted time and resources. 3. Don’t Ignore Red Flags: Delays, poor communication, and constant attempts to extract more information without commitment are signs of a partnership that may not be worth pursuing. 4. Know Your Worth: Don’t let anyone devalue your work. If a partner doesn’t respect the effort and expertise you bring to the table, it’s okay to walk away. Looking Ahead Despite the frustrations, I’m optimistic about the future. The system I built has already proven its capabilities, and I’m exploring new opportunities with companies that value collaboration and respect the effort it takes to build something innovative. The food distribution space is full of potential, and I’m confident that the right opportunity will come. Have you ever faced similar challenges with larger companies? How did you handle them? What’s your advice for founders negotiating with larger companies? What’s worked for you? Have you seen this kind of behavior before in your industry? How common do you think it is?" Looking back, what could I have done differently to better protect my interests or navigate this situation?

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