Why We Are Staying Lean and Agile
It is considered to be a norm for startups to be measured by headcount and burn rate. Raise a big round, hire fast, and spend even faster. But history shows us that this approach rarely ends well. Overfunded, bloated companies collapse under their own weight. We do not plan on taking this path. We expect to take funding at some point, but not for its own sake. Instead, we will raise money once we’ve achieved P-M fit and have great unit economics, after which we will want to scale really fast. That is when we will begin to raise money. Until then, we will stay lean and agile but not incurring massive overheads and keeping the team small. This is a much more sustainable path.
The Problem With “Big Too Early”
Too many companies scale before proving product–market fit. Typical results of that activity are listed below:
Overhiring slows execution: More people doesn’t mean more speed — it often means more meetings, more layers, and slower progress.
High burn rates: Dependence on fundraising creates fragility when markets shift.
Bureaucracy kills creativity: Larger teams bring processes that smother innovation.
Collapse stories: Everyone has seen companies that flamed out because they chased scale before solving real problems.
This is exactly what we want to avoid. It does not mean that we won’t talk to investors now. If you are an angel investor or a representative of an investment firm, feel free to reach out. We are all in for explaining our idea and building a solid relationship in advance. But, at the date on which this blog is published and for the foreseeable future, we do not plan on raising any additional funds.
Why Lean and Agile Wins
Below are simple example on why why staying lean is our edge (as for any other startup):
Speed Smaller teams make faster decisions and ship more quickly.
Focus Limited resources force us to prioritise what matters most — building extraordinary products.
Resilience By keeping costs low, we’re not at the mercy of every funding cycle.
Creativity Fewer layers mean more freedom to experiment, test, and innovate.
Capital Efficiency Every pound goes where it should: product development and user value, not overhead.
How We’re Applying This at RUNOGAMES
Hiring selectively: We bring people on only when the role adds real leverage.
Small, multidisciplinary teams: Each team owns outcomes end to end.
Rapid development cycles: Short iterations, constant feedback, quick adjustments.
Product-first allocation: Most of our spend goes into making products extraordinary.
Organic growth focus: Community-led marketing, content, and partnerships instead of massive ad spend.
In Conclusion
We think this approach will eventually yield impressive results for the Company, allowing it to generate a far above average performance. If you are looking for a career with us, check out this page.
Thanks and see you next time!