My Big Idea: enterprise AI Superbo

‍Hi Demetri! What's your elevator pitch?

I run Superbo an AI company that works with organisations where failure is quiet, expensive, and rarely forgiven. We don’t build experiments. We build systems that must survive regulation, legacy infrastructure, and human hesitation.

The interesting thing about AI right now is that the technology is no longer the constraint. Readiness is. Most businesses aren’t failing because AI doesn’t work. They’re failing because nobody has decided how much uncertainty they’re willing to own.

What does the market need it?

Most businesses and organisations don’t suffer from a lack of AI tools. They suffer from fragmentation. Data is messy, systems don’t talk to each other, and ownership is unclear. Many AI solutions assume a clean, modern environment that simply doesn’t exist in regulated enterprises. What’s missing isn’t intelligence, it’s operating discipline. AI needs to fit how organisations function, not how vendors wish they did.

Where is the business today?

Superbo is past experimentation. We’re working with enterprises in sectors where trust, accountability, and governance matter more than speed. Our focus now is scaling responsibly, deepening foundations, strengthening operating models, and resisting the temptation to grow faster than the company can absorb. That discipline has been learned through experience, not theory.

What made you think there was money in this?

I didn’t initially think there was money in it. I thought there was avoidance in it. I kept seeing the same pattern repeat itself. Pilots that worked. Demos that impressed. Then a quiet stall once real accountability appeared. No headlines, no scandals, just inertia. That’s when it became clear that the gap between what AI can do and what companies are ready to take responsibility for was widening. That gap is uncomfortable, but it’s also where durable businesses get built.

How did you research the niche? What’s wrong with competitors?

The research wasn’t academic. It was lived. Long conversations with operators, CIOs, compliance teams, and people who are accountable when things go wrong. Many competitors build impressive technology but underestimate organisational reality. Others simplify AI into a product problem when it’s an operating model problem. When those two don’t align, projects stall quietly.

What’s your biggest strength?

Judgment. Pattern recognition earned through repetition, mistakes, and scar tissue. Technology only works when humans trust it, and trust doesn’t come from features. It comes from restraint, clarity, and knowing when not to push. Experience teaches you when momentum is helpful and when it’s a liability.

What is the secret to making the business work?

There’s no secret, but there is a discipline most people avoid. Build the chassis before revving the engine. Most businesses do the opposite because movement feels like progress. Readiness doesn’t. We spend more time slowing things down than speeding them up. It’s not fashionable, but it’s how you build systems that don’t collapse the first time something goes wrong.

How do you market the company?

We don’t market in a traditional sense. Most of our growth comes from credibility, referrals, and being clear about what AI can and cannot do today. Overpromising might win attention, but it destroys trust. In our market, trust compounds faster than any marketing budget.

What funding do you have? Is it enough? Tell us about the business model.

We’ve raised funding to support disciplined growth rather than blitz-scaling. Our model is enterprise-focused, built around long-term contracts and recurring revenue. It’s not flashy, but it’s resilient. Profitability isn’t something we plan for later. It’s embedded into how we price, deliver, and scale.

What were you doing before?

I’ve spent my career building and operating businesses in complex, imperfect environments. That background matters because it shapes how I think about risk and execution. I’m less interested in novelty and far more interested in what survives contact with reality.

Are there any technologies you’ve found useful?

Beyond AI itself, the most useful tools are often the unglamorous ones. Systems that improve visibility, accountability, and decision-making. Technology that clarifies tends to age better than technology that dazzles.

What is the future vision?

The future isn’t about smarter models. It’s about organisations becoming ready to use them well. For Superbo, that means helping enterprises move from experimentation to execution, where humans and machines work together in a way that’s sustainable, accountable, and trusted.

Any tips for other entrepreneurs?

Don’t confuse confidence with clarity. Confidence photographs well. Clarity survives bad quarters. Most founders fail because they optimise for momentum before they truly understand what they’re building. If something feels slower but cleaner, it’s probably the work that matters.

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