We build

SaaS products_

that ship.

An AI that helps you work out what to eat — what will suit you, what will not, and why — and then lets you order it without leaving that conversation. Underneath it that is five separate products: apps for customers, riders and restaurant staff, plus dashboards for the restaurant and for us.

The hard part was the count, not any one piece. Five surfaces share one domain model, so a change to how an order works is a change in five places, five release cycles and five sets of edge cases — and the whole thing only functions when all five agree. We scoped this as an app with some panels attached, and it is not: it is five products that happen to ship together. Anything similar we now scope as five.

300+ calculators, converters and tools that run entirely in the browser. No account, minimal advertising, and nothing you type leaves the page.

Shipping 300+ tools created a discovery problem we underestimated — the index page became the product, and the first version of it was unusable. Search and categorisation had to be rebuilt after launch.

A full rebuild with its own booking engine — seven room types, live availability, instant booking through Razorpay, and best-price-guaranteed positioning aimed squarely at the OTAs. Mt7 is paid a 16% share of the online revenue the channel produces rather than a fee for the build, so the engagement continues past launch and only earns if the bookings do.

Rate parity was the hard part, not the code. Undercutting the OTAs directly would have risked the resort's listings, so the direct channel had to win on inclusions and guarantees rather than on headline price. That was a commercial decision we had to work through with the owner before a line of the booking flow made sense.

One codebase serving the public store, customer accounts with Google sign-in, Razorpay prepaid checkout, an in-shop tablet mode for counter sales, and a back office for orders, stock, blend recipes, GST receipts and each partner's profit share. Courier booking is built in, with delivery PIN codes checked against India Post.

Courier booking had a race. Two near-simultaneous requests for the same order could both book a shipment, and if saving the booking failed after the courier had already accepted it, the airway-bill number was folded into a generic error — a parcel existing at the carrier with no record of it here. It shipped with that gap; a database rule now allows one live shipment per order, and that failure is reported loudly with the AWB so staff can reconcile it.