Built by people who understand both sides of the founder’s problem
We created UNQRN because we have lived in the space between business and technology.
The product team speaks one language. Marketing speaks another. Providers protect their scope.
The founder is expected to understand all of it.
UNQRN Growth exists to help founders connect the whole company.
The market did not need another agency.
There are already enough agencies.
We created UNQRN because we kept seeing founders caught between capable specialists providing disconnected answers.
Unclear positioning, a fragmented offer, weak customer logic or growth activity without a coherent commercial system.
Unclear architecture, growing technical debt, provider dependency or development decisions disconnected from business priorities.
Both perspectives could be correct. But unless someone connected them, the founder still had no single answer to the most important question:
What should we do next?
UNQRN Growth is our answer to that gap.
Martin Harmony
Business, Product and Growth
Martin has more than 25 years of leadership experience across technology and creative industries.
His background includes serving as Head of Marketing at Talkie.ai, Head of Digital at Mystic Records and founding and leading Bloomity. He is also the creator of In Deep We Trust, with more than 10 million Spotify streams.
Within UNQRN Growth, Martin is responsible for the business model, product strategy, customer segmentation, positioning, value proposition, offer, pricing, go-to-market, sales, growth, retention and commercial priorities.
But the work is not only theoretical.
Martin knows what it means to be the founder carrying the vision, product, team, financial reality and expectation to always know the next move.
That experience shapes how he works with other founders. Not from the position of someone who has every answer. From the position of someone who understands the weight of the question.
Sebastian Ślęczka
Technology and Architecture
Sebastian is a Senior Software Developer L6 at Ericsson and a former CTO and Tech Chapter Lead.
His work spans architecture, code quality, infrastructure, databases, integrations, performance, scalability, technical debt, CI/CD, observability and engineering operations.
Within UNQRN Growth, Sebastian is responsible for understanding whether the technology can support what the business is trying to become.
He knows what happens when teams are asked to deliver faster while working inside systems that have become difficult to change.
He also knows that not every imperfect codebase needs to be rebuilt and not every technical concern deserves immediate investment.
His role is to separate real risk from technical preference and translate the consequence into language the founder can use.
Two accountability areas. One company.
Martin begins with the customer, offer, business model and route to growth.
Sebastian begins with the system, architecture, delivery process and technical constraints.
Neither perspective is complete alone.
- A strong commercial opportunity may require product or technical changes.
- A technically elegant solution may be commercially unnecessary.
- A growth initiative may fail because of weak activation or product performance.
- A development delay may be caused by unclear business priorities rather than weak engineering.
Our job is not to defend our individual areas.
It is to identify the decision that is right for the company.
How we choose to work
Do not do this yet.
- 01Founders deserve the truth before they deserve another sales pitch.
- 02Advice should increase founder agency rather than create consultant dependency.
- 03Technology should serve the real needs of the company and the people using it.
- 04Growth should be built on value and trust rather than manipulation.
- 05Human-first business can still be ambitious, disciplined and profitable.
You do not need to become a unicorn.
UNQRN is a wordplay on “unicorn”, written in a compact, digital and AI-native form.
We understand the mythology. Build fast. Raise money. Chase scale. Become the category winner.
Sometimes that path is appropriate. Often, it distracts founders from a more fundamental objective: building a business that works.
- A product people understand.
- A model that creates economic value.
- Technology the company can control.
- Growth that does not disappear the moment spending stops.
- A company the founder can operate without being consumed by it.
You do not need to become a unicorn. You need to build something real, strong and deliberate.