I’m very aware of the weight of each passing day, and there isn’t one where we don’t try our hardest to move forward in building our technology.
Our big goal for 2026 is to reach $100,000 in annual recurring revenue. That goal conflicts with the hard truth that this is a year more about building than growing, and it’s only viable if by mid-year the foundations of our technology are complete and we shift from inventing to operating.
In these 4 months since we got the money to keep working on this dream, we incorporated legally in the USA, participated in calls for proposals where we shouldn’t have wasted time, and I started working on Clatri.
Clatri, Docjects, and what we’re cooking
Clatri is a new app. But more than an app, at its core it’s an agent that seeks to help its users with their finances, health, and personal growth. What really captures attention in Clatri is that it makes it easy to track and follow our financial situation. That’s the great Trojan horse: a project whose hidden goal is to become the agent for everything.
Along that path, I’ve been working on an internal tool to organize, plan, and document our technology. Folks, at Gurwi LLC we have no documentation right now. What the thousands of lines of code, tables, triggers, functions, and services that make Gurwi and Clatri exist do only lives in our minds, because we haven’t even had time to document.
Docjects, the current name for this tool, was born to make it easier to plan, document, and organize software by providing an agent — which lives in Clatri — capable of making virtual edits. It’s adapted for these AI times: it stores all data in the user’s GitHub repository, which allows them to take it to their editor and keep creating and documenting with the context of their repo.
For now it’s for internal use only, with no plans to launch it publicly, because our distribution efforts must focus on Clatri as an app and on Gurwi, the app, which gives me that feeling that it should have a nickname like “Atlas” to differentiate it from Gurwi LLC, the company that owns both products.
What we’re doing with Gurwi right now is essentially rebuilding it. There’s an ugly logo to change. There are UI details to polish. We need to conquer consistent style image generation and consistent characters, and the forms of video generation so our classes give a sense of quality that distances itself from AI slop. And conquer it with workflows deployed as endpoints to provide these capabilities in what is our main challenge and goal with Gurwi: create the agent that with a single prompt allows making visual and interactive classes on any topic.
Achieving that goal has meant making structural changes to our format, our database, the mobile app’s interpretation, the rendering logic, and also exploring new business lines that Gurwi can pursue beyond the app thanks to generative AI. Jonnier is the great warrior who takes on part of these challenges, leading visual generation and involved in refactoring Educators, the software we built to create the classes.
So many things and so few hours of sleep
It’s February 16th and I’ve already been sick 3 times this year because of how little I sleep.
Financially we’re doing well, but not just because of the Shipathon prize — the Julio Sánchez Cristo video brought us great sales with Gurwi — sales that I know came more from solidarity and support than from content consumption — and both Jonnier and I have recurring income from our jobs. No, folks. Contrary to what many believe: we don’t dedicate our entire day to Gurwi LLC. But how much we dedicate to this is unhealthy.
That’s why I hope and wish that this phase of building the most solid foundations of our products is as temporary as we have it mapped in our roadmaps. That soon I can go back to doing marketing calmly because there’s a good operation to follow and not to discover and invent. That there’s a balance where I can exercise. That we manage from the periphery to conquer the international audience, who speaks English and earns well enough to pay for subscriptions without suffering for it, and not remain reduced to national impact. That we achieve the $100,000 in annual revenue this year and not the next.
We expect to launch Clatri in April and by June publish part of what we’re cooking with Gurwi.