Make the offer easy to try.
A bounded trial with clear scope. Agree on potential paid terms, attribution rules and marketing budgets before launch.
Low initial commitmentTillrise · Investor overview
Scale the growth.
Not the real estate.
Local businesses have already built the capacity. We’re building the AI growth operation that helps them put it to work—starting with independent nail salons.
Request the deckPre-incorporation · Pre-revenueFirst product deployment: Allure Nails, Garland
The asset is
the operating system.
Help owners grow into their existing staff and space, without buying their locations or employing their service teams.
Tillrise combines customer-facing software with managed acquisition and retention. The intended model earns from agreed, completed sales while leaving attractive economics for the owner.
The venture-scale opportunity depends on making that work repeatable: a common product, reliable onboarding and declining delivery effort per salon.
A specific starting market.
A broader direction.
- 34,417
- U.S. employer nail-salon establishments2023 Census County Business Patterns
- 1
- Team-connected design partnerWebsite, booking and staff software deployed; structured beta is the next step
- 5
- Independent pilot salons targeted nextA rollout target—not signed customers
The establishment count excludes nonemployer businesses. It does not measure unused capacity, software adoption or Tillrise’s qualified market. Source: U.S. Census Bureau, 2023 CBP.
Performance-based pricing.
Owner value comes first.
The proposed growth plan pairs software and managed execution with a share of eligible completed service sales. The fee is not yet fixed.
Leave the owner better off.
Account for technician pay, supplies, campaign costs, refunds and Tillrise’s fee. Attribution alone does not establish incremental profit.
Owner contributionBuild margins in delivery.
Track onboarding and support hours alongside infrastructure and messaging costs. Automate the work that repeats.
Repeatable unit economicsPilots will determine the fee rate, eligible customer cohorts, fee duration and whether owners choose paid continuation. Financial scenarios in the deck are assumptions, not operating results.
Modern tools already exist.
We have to earn the difference.
Our thesis is not that salons lack software choices. It is that some owners need the growth work done for them—and measured against the capacity they can sell.
- Real alternatives
- Fastboy offers salon marketing, AI tools, websites and booking. Vagaro’s Fill My Books addresses open appointment capacity. AI and automation are not exclusive to Tillrise.
- Our intended wedge
- Hands-on setup, capacity-specific campaigns, permission-based retention and completed-sale reconciliation in one managed operation.
- What must compound
- Faster launches, reusable integrations and better campaign decisions across comparable salons. That advantage must show up in retention and delivery economics—not a feature list.
Fund the proof.
Then scale what works.
Engineering and founder-led selling first. A larger sales organization follows a repeatable offer.
- First deployment
Finish the Allure beta.
Reliable workflows, real staff usage and a clean baseline for measuring additional business.
- Next: five independent pilots
Earn paid continuation.
Test owner contribution, willingness to pay, onboarding effort and the cost of ongoing delivery beyond the first relationship.
- Planning target: month 18
Reach 20–30 paying salons.
A retained customer base and improving delivery margins. This is a target contingent on funding and pilot results—not a forecast or current pipeline.
A builder and a seller.
With shared operating history.
Ian and Harrison were business partners at GoGogiri as it grew to three concurrent locations and 30+ employees.
Ian Greenberg
Co-founder, Product & Technology
Product builder. Applied AI. GoGogiri operating partner.
Harrison Nguyen
Co-founder, Sales & Growth
Salon acquisition. Owner relationships. GoGogiri operating partner.
Prior-business figures are founder-reported. Both founders’ full-time participation is planned upon funding; formation and employment terms remain open.
Start with the booking.
Build toward the business.
The long-term direction is an AI operator for local service businesses. Each expansion has to improve owner value—not just add a feature.
Profitable demand
Discovery, conversion and retention tied to sellable appointment hours.
Daily operations
Permissioned AI actions, connected customer records and payments where they improve the operating loop.
Adjacent businesses
Apply a proven playbook to other appointment-based services, with reliable operating records owners can use as they grow or prepare for a transition.
Long-term roadmap. MCP, embedded payments and business-transfer workflows are not presented as deployed products or established revenue streams.
Help build the growth
operation for local business.
The deck, the assumptions, and a conversation with the team.