The underwriting and control layer for physical revenue. ABM × CPQ · the Pulse for every account.
Allometry is the underwriting and control layer for physical revenue. We help asset-heavy operators decide which work to pursue, how to price it, and how to execute it — with margin visibility at the address level, before the job starts. What begins as a system for deployment underwriting becomes, over time, the infrastructure for dispatching humanoids to do the work itself.
In asset-heavy physical businesses — HVAC, EV infrastructure, telecom, security installations, pallet manufacturing, smart lockers — the core revenue problem is not lead generation or software adoption. It is that these businesses know revenue but not margin, know relationships but not enterprise value, and every commercial decision — what to quote, who to prioritize, where to expand, which address to keep — is a guess.
These businesses do not scale by adding software seats. They scale by deploying units into locations. A 50-location HVAC operator has 50 different unit economics it can't see. The operator who knows which addresses to keep, cut, or expand outruns the operator who doesn't — by an order of magnitude. Operators routinely quote work without understanding the true cost to execute, rely on schedulers and coordinators as single points of failure, and only discover margin leakage after the job is complete.
CRM, ERP, and FSM systems may document pipeline, record history, or coordinate tasks — but none of them underwrite the account. None of them score the address. None of them know what a customer is actually worth.
Taylor Gendron has operated where physical execution, GTM, and scaling economics all mattered. GardaWorld (deployment operations), Workleap (SaaS GTM), Dispatch Ventures (solo GP evaluating 200+ deployment businesses), Expedibox (CRO of a 750-location smart locker network).
The insight that catalyzed Allometry: these businesses don't just have a quoting problem. They have an account underwriting problem. ABM × CPQ. No system scores their commercial decisions against margin and enterprise value at the address level. The operator who can see that — continuously, in real time — wins.
In ten years, Allometry aims to be the underwriting and control layer for physical revenue — the infrastructure every asset-heavy operator runs commercial decisions through, the way every merchant runs payments through Stripe. Companies should not hire layers of coordination headcount to scale deployments. They should route every commercial decision through a Pulse that scores it against margin and enterprise value at the address level — and dispatch either humans or humanoids through the same system. What begins as deployment underwriting becomes, over time, the infrastructure for dispatching humanoids to do the work itself. We start in field services. We end up everywhere units get deployed.
Allometry is the underwriting and control layer for physical revenue. We help asset-heavy operators decide which work to pursue, how to price it, and how to execute it with margin visibility at the address level — before the job starts. ABM × CPQ · the Pulse for every account.
Each account gets a Pulse — a continuous rhythm of signals scoring every commercial decision against margin and enterprise value at the address level. Quote. Schedule. Invoice. Expand. Churn. Renew. Every decision, underwritten in real time.
This is not simply a quoting tool, a scheduler, or a dashboard. It is the underwriting layer that governs what's allowed to happen. A deployment request goes in. A margin-protected quote, an assigned unit, an executed job, and a closed invoice come out. Quoting is the wedge. The Pulse is the product.
Purpose-built for continuous account underwriting. Signals in. Scores out. Every decision governed by cost floors and audit trails. Sixteen modules sit on the same primitive.
| Layer | Plane | What it does | Tech |
|---|---|---|---|
| 01 · Signal Ingestion | Data | Address-level normalization across CRM, ERP, FSM, contracts, invoices, job history | Salesforce · NetSuite · QBO · ServiceTitan |
| 02 · Multi-Stage RAG | Retrieval | Structured cost/margin + semantic contract + cross-account comparables | pgvector · BM25 hybrid · tool-use graph |
| 03 · Scoring Engine (Pulse) | Core IP | Composite score per account, per address, per decision: Margin · EV · Risk · Expansion | GBM + LLM judges · Bayesian updates |
| 04 · Governed Workflow | Policy | Cost floors, approval gates, guardrails, audit trails — SOC II ready | OPA-style engine · event-sourced · WorkOS |
| 05 · API + 16 Modules | Application | Same Pulse powers 16 modules across 4 loops — operators use UI, systems call API | REST + webhooks · multi-tenant |
Data moat: Every closed job sharpens the Pulse. Job history is the training signal — proprietary, per-address, cross-vertical. At 10K jobs we set the industry margin benchmark. At 50K we become the underwriting layer for every deployment in NA.
| Loop | Risk | Modules |
|---|---|---|
| PRICE | Margin Risk | Quoting Engine, Margin Protect, Cost Engine, Contract Intelligence |
| DEPLOY | Operational Risk | Location Intelligence, Job Costing, Deployment Design, Asset Intelligence |
| EXPAND | Growth Risk | Deal Room, Outbound ABM, Customer Health, Demand Forecasting |
| GOVERN | Market & Governance Risk | Market Intelligence, Compliance, Risk Scoring, Vendor Intelligence |
The loop structure forces the company to treat margin risk, execution risk, growth risk, and governance risk as connected, compounding layers of the Pulse. Every closed job sharpens the Pulse. At 10K jobs, Allometry sets the industry margin benchmark. At 50K, it becomes the underwriting layer for every deployment in North America. That's the moat.
POST /deployments dispatches humanoid units| Name | Founded | HQ | Description | Lacking |
|---|---|---|---|---|
| ServiceTitan | 2012 · $1.5B+ IPO | Glendale, CA | FSM for residential & commercial contractors. | Workflow mgmt, not account underwriting. No address-level margin scoring. No humanoid-ready dispatch. |
| Jobber | 2011 · $100M+ | Edmonton, AB | SMB field service scheduling & quoting. | Built for 1-50 employees. No Pulse. No location economics. Not API-first. |
| FieldEdge | 1980 · Xplor-owned | Fort Myers, FL | Legacy FSM for HVAC, plumbing, electrical. | Legacy architecture. Back-office tool. No real-time variance alerts. |
| ERP (SAP, NetSuite) | Various | Various | Resource planning & accounting. | Not real-time. Not address-aware. Record what happened, not what should happen. |
The moat is three accumulating assets: a deployment underwriting model trained on job history (every closed job sharpens the Pulse), an address-level intelligence graph built from economics per location, and a humanoid-ready orchestration layer with a 12-18 month head start before robotics matures. Counter-moat vs OEM vertical integration: multi-vendor neutrality. No fleet operator wants to be locked into one vendor's dispatch layer.
Taylor has unusually strong founder-market fit. He combines physical deployment exposure, SaaS GTM experience, venture pattern recognition, and hands-on product building. Most founders in this space are strong in one or two of those. Few span all four.
Equally important: the founder has not outsourced conviction to storytelling. 500K lines written, rebuilt, chiseled to 50K lines of pure ICP code. SOC II and WorkOS ready. Architecture validated by senior engineers at Shopify and Coveo. That level of product specificity at pre-seed is a meaningful positive signal.
Ex-Shopify, ex-Payfacto. Desjardins Board advisor. Embedded as engineering advisor, converts to full-time CTO at seed close. Senior technical leadership from day one of funded operations without overloading pre-seed burn.
Live deployment data: 47 jobs executed in one month through the Pulse with zero coordinator overhead and margin protected on every job. This is not a demo.
| Metric | Before | After 30 Days |
|---|---|---|
| Average margin | ~11% (guessed quotes) | 23.4% (every job protected) |
| Coordinator overhead | 1 FTE / 30 jobs | Zero |
| Jobs / month | — | 47 through the Pulse |
Each DP has 4x expansion potential within 12 months. Atomic unit = the address. Each DP has 5-50 locations of upside. Every new location = a new Pulse. NRR compounds without a new sales motion.
| Tier | Revenue | Role | Status |
|---|---|---|---|
| Proving ground | $5M-$10M | Validate product, refine Pulse, build case studies | Current DPs |
| Target ICP | $10M-$50M | Bigger deployments, more addresses, higher ACV | Active outreach |
| Enterprise | $50M+ | PE roll-up platforms, multi-region | Long-term |
Q2 2026: Close pre-seed, sign additional DPs, expand existing 4 to $25K-$50K ACV. July 2026: 25-month operational clock starts. 2026-2027: 20-40 DPs across QC, ON, SF. January 2028: $1M ARR, seed raise $2.5M, First engineering hire lands at Seed.
Land through the sharpest wedge: quote accuracy and margin protection via PRICE modules. Then the full Pulse activates — DEPLOY → EXPAND → GOVERN. This matches how operators buy. They don't wake up wanting a new "OS." They wake up wanting fewer bad quotes and visibility into which addresses are worth growing.
Outbound: 40K operator Apollo list, $1M-$1B revenue, NA deployment industries. Sequenced: content-led email (Elana) → product demo (Antoine) → technical validation (founder). Quebec first (near-zero CAC), then US via VC network and DP referrals.
Layer 1 — Platform SaaS (per-module). $800/mo commercial, $400/mo DP (50% off for 12mo). Full platform: $153K ACV per operator. PRICE wedge → full Pulse = ~8x revenue expansion within 12 months.
Layer 2 — Per-unit orchestration fee (Phase 2). Transaction fee per humanoid unit dispatched. Infrastructure upside — additive, not required for present-day economics.
Unit economics: First 10 DPs sourced through founder's Quebec relationships — near-zero CAC. Outbound CAC projected $2K-$5K. At $25K-$50K ACV: 5-25x LTV/CAC.
Challenge: Allometry must make economically correct decisions often enough that operators trust the Pulse on high-consequence workflows. If cost floors are wrong, if account scoring is incomplete, if scheduling fails on real operational constraints — credibility is lost.
Why it matters: Asking customers to trust a system with margin, timing, account value, and execution — not just reporting.
Mitigation: Human-in-the-loop initially, explicit governance thresholds, structured fields, modular adoption, and a wedge with visible ROI before expanding into deeper automation. 47 jobs executed with margin protected on every job is early validation.
This is not a pre-seed concept deck with vague product claims. Module-level features, database schemas, API endpoints, seed data, cross-module dependencies — all documented. 500K lines written, rebuilt, chiseled to 50K lines of pure ICP code.
The design partner motion is disciplined — deeply engaged early operators rather than logo-count maximization. Three verticals validated: HVAC, lockers, palettes. The team is turning real workflows into structured, repeatable software primitives that compound into the Pulse.
The early lesson: operators may not initially buy an "account underwriting platform," but they will buy improved margins, reduced coordinator dependency, and visibility into which accounts and addresses are worth growing. The GTM wedge is anchored around PRICE before broadening into the full Pulse. Correct move.
ICP discipline is notable. Using $5-10M operators as proving grounds while actively targeting $10M-$50M as primary ICP. Larger operators have more addresses, more complex deployments, and higher willingness to pay for account underwriting.
| Line | Monthly |
|---|---|
| Taylor (founder) | $5,000 |
| Founder runway | $5,000 |
| Elana O. (GTM advisor) | $3,500 |
| Antoine M. (product design advisor) | $2,500 |
| AE | $6,000 |
| SaaS / infra / tooling | $5,000 |
| Ad spend | $4,000 |
| Events / travel | $1,500 |
| Office / misc | $1,000 |
| Total | ~$33,500 / mo |
Raising $750K at ~$33K/mo burn = 25 months of runway at zero revenue. DP revenue offsets burn by month 6-8. At 10 DPs on 4 PRICE modules ($1,600/mo each) = $16K/mo recurring, covering ~48% of burn. Full Pulse expansions accelerate this further.
$150K from angels. Dispatch Ventures (founder's fund) follows with $100K at lead's terms. Seeking a $500K lead or 2× $250K checks to close. SAFE at $8M post-money cap with 20% discount. Target close end of May 2026.
At half the target — 10 DPs at $25K blended ACV = $250K ARR. Strong position to raise $2M-$3M seed. The raise is sized to reach a fundable milestone regardless of whether the full $1M ARR target lands.
Allometry is not another field-service SaaS tool. It is the underwriting and control layer for physical revenue — ABM × CPQ applied to asset-heavy operators. We help operators decide which work to pursue, how to price it, and how to execute it with margin visibility at the address level — before the job starts. What begins as deployment underwriting becomes, over time, the infrastructure for dispatching humanoids to do the work itself.
The core pain is real, expensive, and poorly solved. Operators know revenue but not margin. Existing systems observe the workflow. They do not underwrite it.
The founder is unusually credible: physical operations (GardaWorld), SaaS GTM (Workleap), venture pattern recognition (Dispatch Ventures), domain-specific revenue leadership (fractional CRO at target ICPs), and hands-on building (500K lines written, 50K shipped). Early traction — $30K run rate, 47 jobs executed through the Pulse, ~8x expansion per account — suggests the company is landing in the right part of the workflow with a high-ROI wedge.
Physical deployment remains a large, messy, under-softwared domain with clear labor and margin pressure. The arrival of commercial-grade physical AI sharpens the timing — the hardware is arriving, and the account underwriting layer does not exist yet. If Allometry becomes the system that underwrites every commercial decision for physical operations at the address level, it becomes infrastructure. Hardware companies build robots. Allometry knows what it costs to deploy them profitably.
We recommend proceeding with investment.
Asset-heavy deployment businesses sit across field services, industrial services, infrastructure installation, lockers, security, and related categories. Their economics are shaped by locations, routing, scheduling, deployment complexity, cost variance, and renewal/expansion patterns — yet most software stacks treat these as disconnected workflows rather than a single governed system. Allometry's opportunity is to become the account underwriting layer across that full stack — the operating system for physical revenue.
No material ESG concerns at this stage beyond normal enterprise software and automation considerations. Longer-term workforce-transition dynamics around coordination and labor will require thoughtful messaging, but do not present a fundamental investment blocker — near-term focus is account underwriting, margin protection, and address-level intelligence, not immediate labor replacement.
// allometry.com · taylor@allometry.com · Montreal, QC · April 2026