Invest.
We build custom software for organisations that cannot afford it, at a cost structure nobody else in the market has. This page is the argument. The numbers behind it are in a document we send on request.
An entire sector knows it needs software, cannot get it, and has less money to try with every year. That is not a gap waiting for a better salesperson.
The demand has been measured for a decade.
- 5%of not-for-profits use a developer or agency for their own website
- 48%hand it to a staff member or volunteer with self-described limited skills
- 44%name affordable technical help a top problem, up from 35% in 2023
- -18%real change in technology spend per employee over ten years
Infoxchange, Digital Technology in the Not-for-profit Sector Report, 10th Anniversary Edition, November 2025, n=824. The survey covers Australia and New Zealand and is 76 per cent Australian, so the percentages are the combined figure; spend is reported per country, so the change in technology spend is a clean Australian number. Those are cash figures, and cash spend rose about six per cent across a decade of inflation, which is the 18 per cent real fall.
The reason nobody served it is arithmetic, not appetite.
An agency cannot reach these prices because their cost base is people and their price floor is payroll. Ours is not. The delivery work is done by an autonomous operating system that we built and that we run, so adding build capacity is a subscription we can start this afternoon and cancel inside a billing cycle, rather than a three-month search and a salary with on-costs.
That is the whole business in one line. Cost steps in fixed increments. Revenue accumulates on top of every month before it, because every client we win keeps paying. The gap between those two curves is what we are building.
Every engagement has the same shape.
- 01They come to us.Almost always through somebody we have already built for. We do not pitch, and we have never bought a lead.
- 02We build it.A custom app, platform or site, quoted as a fixed project rather than an open hourly meter.
- 03They own it.The client owns what we built. No lock-in, no hostage data. It is the reason the referrals happen.
- 04We keep it running.Hosting, licensing, support and continued development on Studio. The project becomes an annuity.
Where we actually are.
- April 2026Trading sincefive months, from a standing start
- SixPaying clientsevery one through referral or reputation
- Near zeroSpent acquiring themunder $400 a year on marketing, all channels
Small, young, and it has never had capital. What it has is a cost structure that turns a small raise into a long runway, demand it has never had to pay to find, and a way of building that the people it competes with cannot copy without dismantling themselves.
We also run the Next World Grant, which gives one Australian for-purpose organisation a custom build free every year, theirs to own. It is real impact and it is the best lead surface we have, which is why it sits in a business argument rather than only a values one.
The rest of it is in a document.
The full business model, the books, the growth model with its assumptions visible, the risks written out before you find them, and what we are asking for. We send it to investors on request rather than publishing it, because it carries our whole cost structure and our clients' commercials. Tell us who you are and it comes straight back.
tate@ecodia.auEcodia Pty Ltd, ACN 693 123 278, Sunshine Coast, Queensland. Nothing on this page is an offer of securities or an invitation to apply for them, and nothing here is financial product advice. Any offer would be made only to investors who do not require disclosure under Chapter 6D of the Corporations Act 2001, and only through documents provided directly to them. Figures on this page were read from our own records on 5 September 2026. The governance structure is set out at EcodiaOS and Governance.