I personally don't think it's possible and I haven't written a line of code since Sept 2025.
There's an AI psychosis going on right now, especially among the execs or management class, and we all gotta nod our heads in agreement and burn through tokens.
My main goal is to first get all of these open-source alternatives to start building themselves autonomously using loops and a Hermes-like scheduler before I focused on marketing. This is almost complete.
For marketing, we are building a GTM engine using an open-source CRM (Twenty). We have LLMs use the Twenty CRM API to bring in leads from X, LinkedIn, and the Web.
The cloud hosting is not the only monetization. We’re going to use these open-source SaaS to build a decentralized, interoperable marketplace where the people actually bring value, the sellers, can sell without those rent-seeking entities like Amazon taking a piece of every sale. LLMs are already going to start jumping across these marketplace moats.
The other monetization is going to be letting agents actually run these SaaS and see if they run a business autonomously. Like VendBench but an actual online business. I’m thinking of starting a designer brand, connecting to a POD (print on demand) and then let the agent create seasonal lines, handle customer service, and make sure orders are going to the POD and being processed. Doing this with restaurants and other verticals will probably need some human supervision.
I'm very curious how much revenue this is generating.
Next is a full stack framework and Keystone is a CMS built on top of Prisma and GraphQL. Keystone was created by this Australian company called Thinkmill. They have used it to help businesses build custom backend systems for more than a decade. But it needed to be deployed separately from Next and they were using emotion css for their dashboard and I wanted to use Tailwind/Shadcn. So first, I had to make the Next Keystone Starter that brought in Keystone into Next so each SaaS is just 1 Next app with a built-in storefront, GraphQL API, and dashboard.
Once that was built (and it took a while tbh), I started to build the Shopify and Toast alternative. But the itch to get these built quickly and autonomously had me working on the harness in the past months and now that is nearly complete.
Here is the e-commerce[2] and restaurant[3] repos. They have a link to deployed demos you can check out as well.
As far as revenue, I don’t feel comfortable relaying that right now. We have other revenue streams like fractional CTO where companies give us equity to manage all their tech and that is quite hard to quantify. Before Openfronts being built, I built Openship, and e-commerce OMS and that has exceeded 5M orders processed since its inception in 2019. That’s not counting orders by businesses running it on-prem.
I actually posted about this vision on HN[4] when I launched Openship and the response is what kept me building.
2. https://github.com/openshiporg/openfront
Second, take this for what it is: your product may not be compelling in its current form. Building it to many different markets will not make it compelling. If you had a stronger revenue, please share it. This sounds incredibly thin.
Third, dont mistake building the same thing 20 times for different verticals for bonifide software skills. When a SWE builds the thing they have built before its usually to learn a language which is the easiest part of software. There is a reason a common adage in software is "9 women cant make a baby in a month". Breath is no replacement for depth.
In the end, I built Openship and Openfront for my e-commerce business and then turned them into SaaS. All the revenue for these are just a cherry on top of our existing e-commerce businesses.
And I worked with Next and Keystone long before AI came along. Check my GitHub commits if you need some back story.
And I’m not building these 20 SaaS to prove I have bonafide SWE skills. I’m building them because I plan to have my own gyms, hotels, grocery stores down the line powered by these SaaS. SWE to me a means to an end and that’s to have many different businesses.
Okay but, you know this isn't a quality metric right? These models are incredibly biased towards positive confirmation of the prompt. I could give them nearly any repo and they would sing the praises of the best parts, if I asked.
This sounds a bit like psychosis.
Crazy how you guys blindly trust proprietary apps where you can’t even read the code but asking you to read open-source code is psychosis?
Wow okay, I'm a huge open source advocate, I run hardly anything closed source. No one here was talking about that, this is your own weird segue.
> but asking you to read open-source code is psychosis
But you didn't ask that. You told me to get an agent to read it (actually, not even read it, make its own quality assessment for me).
That's a massive difference, and if you consider them to be the same thing, then yes, my statement stands.
It’s actually the whole premise of my open source alternative directory called Opensource Builders[0].
We’re also very bullish that the chat interface is the universal UX now. Instead of sifting through the dashboard to change a product price or sell in a new region, you can use the built-in agent and just tell it to do that. Every Openfront comes with an MCP server that interfaces with the API so the agent can literally do anything you can do using the dashboard and API. This is where an agent running the business autonomously comes in.
And even then if you’re not satisfied with the backend API for each vertical, these Next apps can be forked and adapted to tightly fit your business instead of you messing with configs, you can make the app your own.
Luckily, I don’t think things are that dire. I think the companies issuing AI mandates are manufacturing sawdust, and even if it works, it would just enable them to burn through customer goodwill in record time as they make user-hostile decisions free from engineer pushback.
These are going to be a few tough years, but I think the opportunities to start something new are everywhere.
It seems like in the quest for every tech company to become a multi-billion dollar empire, they've lost the plot on making hammers for their customers and have instead turned into some kind of strip mining operation. A totally AI agent-driven company is a MBA wet dream, and I think a fever dream. If Adobe, for example, were to achieve it, I don't think they'd use it to fix the backlog of bugs overnight. I believe they'd just become an even more incoherent zombie, trying to extract rents from creative cloud subscriptions.
In the meantime, photographers still need tools. If you wanna run a software company as a regular small-to-medium-sized business, you may find some customers that are happy to buy a quality hammer. The unicorn startup days might be behind us, but I'd be okay with that.
Now, if AI obviates creatives altogether I don't really know what to say. I'd morn the loss of a world that became so tasteless that AI-generated decorations are good enough, for starters.
But there are segments of the market that were always small, and AI doesn't threaten. Namely, fine-art and long-term documentary. The kind of work that gets shown as exhibition and sold as prints or photobooks. I can't imagine this stuff be supplanted by generative AI, because it has never been about economic efficiency. It's a labor of love for a photographer to work on a project for years at a time because the subject is important to them. And the customers of these works are not likely to accept lower-cost substitutes produced by a AI. The whole thing is too much about taste and thoroughly infused with humanist ethics. When I buy a photobook, I want to know that the artist lived and produced what I'm seeing, not just that it's pretty ink dots on paper.
From a market analysis perspective it's foolish to cater to these tiny and commercially nonviable artists. However, they have enormous esteem and influence within the community, and make part of their living as educators. I believe making tools that they need, and without blood-sucking cloud subscriptions, you are indirectly marketing to all the creatives (usually tending toward commercial) who attend workshops and see what tools they are running the workshop with.
But a slop machine that haphazardly shoots features against the wall to see what sticks still isn't a winning product strategy in 2026. And the problem I see increasingly is that so much energy is being focused on how to deliver with AI internally and externally that is not being expended to advance a company's product. I believe more and more in the idea that for many startups and companies, the actual "customers" are the investors and the product-market fit that companies seek is the product of the company itself, because this is all being driven from the top down, not by customers and users in the market asking for AI features.
In many respects this reflects the growing K-shaped nature of our economy. Average consumers don't matter because you really just need a small cohort of wealthy individuals to be hyper-invested in your product, 'regular' consumption is therefore just a way to keep things relatively on rails rather than the actual economic driver.
All of these AI-first companies don't actually have any market fit, so what they're doing is selling an imaginary product so that they can get investments and loans. As you said the company is the product.
"What can we get rid of for MVP" as a design strategy vs a way to iterate fast, for instance. Cutting things isn't a way to product cohesion, especially if you never go back to do the full-featured version.
Sometimes I wonder how many features or products flopped because the MVP dropped the things that would've actually taken off, and the business "smartly" pivoted away.
There's still a limit to how many new features you could shove in front of your users per month. But what if they were all much more baked out of the gate?
(See also: "data driven" product management as an excuse to not have your own vision for the product. If three competitors build a lot more in the span of six months, but have to depend more on their own skills and instincts vs A/Bing every little detail, maybe more of them will ship more bold and interesting new things.)