---
published: true
layout: post
title: Solutions That Speak To Your Tactical Pain While Expanding and Scaling Your Strategic Pain
date: 2025-07-21T09:00:00.000Z
tags:
  - Applications
  - Low-Code
  - No-Code
  - Consultancies
  - Modernization
  - Technical Debt
image: https://kinlane-productions2.s3.us-east-1.amazonaws.com/consultancy-opportunity.png
---
One of our trusted advisors for [Nafitko](https://www.linkedin.com/company/naftiko/) sent [this tweet over to me about there being a big consultancy opportunity involved with “finishing folks Replit and Loveable apps”](https://x.com/jasonlk/status/1945925511680537002?s=46&t=6Pj_NdObIgY_J3_I2DaDQA). I chuckled because this cycle has emerged after outsourcing to [fill in blank] country, and a variety of low-code and no-code trends trends throughout this centruy. It is always fascinating how much money there is to fix broken things and not actually doing the proper planning and design, while also bringing in the proper product and engineering talent.

Sadly there hasn’t been a lot of historical support to roll-out consultancies as part of an existing startup offering by the venture capital behind them—until recently. [Apparently OpenAI is launching a new consultancy that starts at about $10M](https://www.forbes.com/sites/solrashidi/2025/07/16/openais-10m-ai-consulting-business-deployment-takes-center-stage/). I feel VCs have always seen traditional consultancy like Deloitte, EY, and others as competition or parasites on the system, and not a viable business model that matches with the scale they are looking for. I unsuccessfully battled for a consultancy arm at Postman, only to perpetually be rerouted towards sales and success pipelines. 

I remember Sam Ramji telling me after Apigee went public and then was acquired by Google, that he was thankful for the storytelling, education, and conversations I drove as API Evangelist, because their board wouldn’t let them allocate money for education, training, and consulting. I don’t think OpenAI’s incentives behind lighting up a consultancy are in the same universe as mine and reflects the wider appetite for data that comes with building LLMs. I just think it is funny that only now VCs would entertain the opportunity of consultancy now that we have this insatiable appetite for data. Going into an organization as part of a consultancy efforts allows you to go deeper than just your usual sales process, or even success will allow.

I would also argue that the majority of work that occurs on modernization of legacy SMB, SME, and enterprise is cleaning up the types of messes we see being created with outsourcing, vibe coding, low-code, and no-code. GenAI is just turbo charging this. One could say, they are creating new markets, scaling the entropy that already existed in the software development lifecycle. Once you’ve tried to organize any enterprises API operations at scale, understanding the APIs they produce and consume, you realize there is a lot of money to be made off this stuff almost working, barely working, and selling you solutions that speak to your tactical pain, while expanding and scaling strategic pain.