One sentence. A real, working company you can build on. The dozens of small decisions hidden inside starting a company — where to incorporate, what kind of entity, how to split things, how vesting works — handled quietly in the background, so you can get to the part that actually matters.
Forming a company is one of the most important things a person can do. It is also, today, one of the hardest things to do well.
The path most people take is familiar. Where do I incorporate? Delaware, Wyoming, my home state, somewhere else. What kind of company? C-Corp, LLC, S-Corp, PBC. You read a thread on the internet, a memo from a law firm you can't quite afford, a friend's screenshot of an old cap table. You make ten decisions you weren't really ready to make. Then you make twenty more without realizing they were decisions at all.
A few months later, the company exists — but only as a folder. An EIN letter. A stock-purchase agreement. An 83(b) someone forgot to file. A registered-agent invoice you didn't know you'd be paying every year. A bank account that took two weeks to open. The folder is not the company. It's the receipt for the work you had to do because nobody had built the rails yet.
None of this is anyone's fault. The system was built in a different era, for a different kind of founder. We just think it could be much, much easier.
The hard part of starting a company has never really been the filing fee. It's everything quietly tucked inside the word "start."
"Form me a company" sounds like one thing. It really isn't. Underneath that sentence sit dozens of small opinions a founder is expected to hold — or, more often, to guess at and hope a lawyer corrects later.
| № | The quiet decision | What it's really asking |
|---|---|---|
| 01 | Jurisdiction | Delaware, Wyoming, your home state — chosen by your capital plans, your tax picture, where you live, where your customers are, and where the work happens. |
| 02 | Entity type | C-Corp, LLC, S-Corp, PBC. Affects who can own equity, how the IRS treats every dollar, and which kinds of fundraising stay open to you. |
| 03 | Share structure | How many shares to authorize, par value, common-only or with a preferred placeholder, an option pool for the first round. |
| 04 | Founder equity split | Even, weighted, or carved by role. Getting this one wrong ages badly, and unwinding it later is hard and expensive. |
| 05 | Vesting | Four-year vest, one-year cliff, acceleration on a sale, assigning your IP to the company on day one. |
| 06 | 83(b) election | A 30-day window that, if missed, turns into a painful personal tax bill years later. Easy to skip without knowing. |
| 07 | Governance | Board size, officer titles, bylaws, how decisions get written down, what protects you when things go sideways. |
| 08 | EIN + tax registrations | Federal EIN, state income, sales tax, payroll, foreign qualifications wherever your work touches ground. |
| 09 | Banking + treasury | An operating account, KYC, signers, controls — the basics of holding and moving money. |
| 10 | Registered agent | An ongoing obligation in every state your entity touches. Billed every year. Easy to forget about until it lapses. |
| 11 | Compliance calendar | Annual reports, franchise tax, federal returns, state filings — a quiet list of dates the day your company is born. |
Multiple categories. Hundreds of small decisions inside them. Most founders aren't experts in any of this — and they shouldn't have to be. A good system should hand you a sensible starting point, surface the few choices that actually matter for your situation, and quietly handle the rest.
What's changed in the last couple of years is that plain language is finally a useful input. The sentence a founder writes usually contains most of what matters — what kind of business it is, who's involved, where they live, whether outside money is in the picture, and so on.
The 45-minute intake call with a corporate paralegal — "tell me about the business, who's in it, where you live, what you're raising, when you're hiring" — can mostly happen in a few seconds of reading. What's left is a set of opinions about what a sensible default looks like. Choosing good ones is most of the work.
We don't improvise on the law. We pick from a library of known-good building blocks — formation packets, stock-purchase agreements, board-consent templates, vesting schedules — and assemble them under a plan we show you before anything is filed. The first thing you see is not a confirmation screen. It's the plan we'd like to run, with the reasoning for every default written next to it.
Instant doesn't really mean "fast paperwork." What we're trying to do is have the company be complete on day one — so you leave the moment of formation with something you can actually use, not with a list of things still to do.
Every piece — the formation filing, the EIN, the stock issuance, the 83(b), the bank account, the registered agent, the tax registrations — is set up together. If one piece fails, the whole thing rolls back. There's no half-formed company to clean up. Either you have a working entity, or you have nothing.
Every action is signed and saved in a record you own. The company is born with its own history. Down the road, when an investor, an acquirer, or a regulator wants to know how a thing came to be — the answer is right there, with the reasoning. Your cap table is the cap table; it doesn't drift across three spreadsheets.
Compliance shouldn't be something you remember later. The calendar — annual report, franchise tax, federal return, state filings, registered-agent renewal — is written the moment your company is. Everything's scheduled and tracked, so you can't accidentally miss something you didn't know existed. The boring stuff is just done.
Once a company comes together this way, it stops feeling like a folder you have to maintain. It starts feeling like something you can build on. Hiring someone, signing off on a board action, sending a wire, adding a subsidiary, raising a round — each one is one step against the same coherent company. The state is always there. The history is always there.
That's what makes the rest of what we're building possible. Cap-table maintenance, board governance, treasury, expansion to other states, M&A, dissolution — all of it gets easier when the company underneath is clean and queryable. Instant companies is where that begins. Everything else we do builds on top of it.
A company should arrive whole, current, and easy to use — not as a folder of receipts you sort through later.
We're starting with Delaware C-corps, with the entity types most founders need on day one, and the multiple categories above. We'll add more places, more entity shapes, and the kinds of companies that should exist and don't quite yet — single-purpose entities, hundred-day pop-ups, parent-and-child structures formed in one motion.
If you can say what you want to build in a sentence, that should be the only sentence between you and a company that can hold it. The rest is our job.