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Cloud retail operations for small Spanish brands and multi-store shops — stock, till, wholesale orders and channel sync in one system, sold at about 70 euros a month
25 paying customers · ~70 euros/month average, roughly 800–900 euros per client per year · 41 more accounts signed and queued for onboarding · 350,000 euro round closed (itnig put in 105,000) · twelve-month target of 400 clients and 30,000 euros MRR
"Can you check it from your phone?" He said yes — and opened a remote-desktop app to zoom into a Windows screen. The quote on the table was 30,000 euros for three stores. That meeting is the entire company.
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StockAgile is a cloud system for running a small retail business: inventory across stores and warehouses, the till itself, a wholesale ordering portal for brands that sell to other shops, light manufacturing costing, and automatic stock sync out to the client's webshops and marketplaces. Two brothers from Vic, near Barcelona, both software engineers, built it. The starting point was a dead end. One brother's final-year university project was software for dry cleaners, because the family business was a dry cleaner; the incubator they joined made them go out and sell it, they visited around thirty dry cleaners, and almost nobody wanted it. The pivot came from a single meeting. A contact who had three stores, his own brand and distribution deals for several others invited them to sit in while a consultant quoted him roughly 30,000 euros for a Windows-based system. Asked whether he could check it from his phone, he said yes, and opened a remote-desktop app to zoom into the screen. They took him as their first client and put six stores live in June 2018 — a chaotic first day of mislabelled products and sale prices — then spent about a year building the product from inside his warehouse and shop floor, at night, after their day jobs. Clients arrived by referral: three months from the first to the second, one month to the third, twelve by the start of the pandemic. At the time of this interview in April 2021 they had about 25 paying customers, 1,400 to 1,600 euros of MRR at roughly 70 euros a month each, 41 more accounts signed and queued for onboarding, and a 350,000 euro round just closed, with itnig putting in 105,000 of it. The money goes to a sales team. The twelve-month target is 400 clients and 30,000 euros of MRR.
Everything came through people, not channels. The first client was a personal contact with three stores who invited them into a meeting with his own consultant; they walked out with the deal and put six stores live in June 2018.
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Data credibility: Spanish-language founder interview on itnig's podcast, recorded around April 2021 and hosted by an investor whose fund had just put 105,000 euros into the round — so the round size and itnig's participation are corroborated by the party that wrote the cheque, while every customer, MRR and pricing figure is self-reported in conversation with no dashboard shown. Figures we report: about 25 paying customers, 1,400 to 1,600 euros MRR, an average of about 70 euros a month and 800 to 900 euros a year per client, 41 accounts signed but not yet billing, 12 clients at the start of the pandemic, first six stores live in June 2018, a 350,000 euro round after initially seeking 100,000 to 200,000, and a stated twelve-month target of 400 clients and 30,000 euros MRR. All are the founders' own words. The transcript is a machine transcription of Spanish audio and is garbled in several places — the company's own name is mangled throughout, the name of the accelerator they joined and two competitor names are unreadable, and the founders' first names appear in more than one spelling — so we have left out every figure we could not read cleanly, including the price they once tried to charge dry cleaners and the fundraising number of a competitor mentioned in passing. Quotations are translated paraphrase, not verbatim English. All amounts are euros; we have not converted to dollars because no conversion rate is given. Location is founder-stated: both brothers say they are from Vic, near Barcelona, and the office being opened is in Barcelona.
The first money came from that first retailer, billed as a monthly subscription rather than as a project, and it arrived with the two of them physically inside the business — in the warehouse, behind the counter, closing the till at night — which they describe as looking more like consulting than…
Two loops. The first is ordinary word of mouth inside a tight sector: referrals of referrals supplied every client for two years, and the accounts queued for onboarding now include a franchise with sixteen stores, which arrives carrying the credibility of sixteen stores.
There were two dead stretches and they were handled differently.
It is deliberately horizontal within retail and deliberately shallow where depth would cost them. The till runs in a browser on whatever hardware the shop has — they recommend a tablet with a receipt printer, or a large screen if there is desk space — and covers receipts, gift receipts, barcode scanning, returns, discounts, gift cards and promotions, with role-based views so the owner sees company data and a sales assistant sees only their own tools. Inventory sits across stores and warehouses, and any movement is broadcast to whichever channels that location is configured to feed, so a sale in a Barcelona shop drops the quantity showing on the website within moments. They do not build storefronts; they connect to Shopify, PrestaShop and WooCommerce, and the founders name marketplaces such as Allegro, Privalia and Back Market as the channels pulling their clients in, with Amazon on the roadmap. Omnichannel means the online order lands in the same system as the shop's own orders, so the person behind the counter can see it, and an in-store return of an online purchase is one screen rather than a phone call. The manufacturing module is the differentiator they point to: raw materials are just products, so a garment or a piece of jewellery gets a bill of materials — metres of a given fabric, a collar, so many buttons, a zip — plus waste and labour time, which produces a unit cost and drives purchase orders and production orders. There is also a footfall camera over the door, so the owner can see that 100 euros of sales from one visitor is not the same as 100 euros from two hundred, and an API that at least one third-party logistics client uses as the brain for stock movements.
One monthly subscription, priced by the size of the business. The stated average is about 70 euros a month, roughly 800 to 900 euros per client per year; a single small shop pays less and a brand with four stores pays more. At the time of the interview that produced 1,400 to 1,600 euros of MRR from about 25 paying customers, with 41 further accounts that had done a demo, created an account and said yes but had not yet entered a card — a distinction the founders make themselves, and they only count a customer once the card is in. The queue includes a sixteen-store franchise, a two-store retailer in El Prat and a gym chain that wants the inventory and till modules. The twelve-month plan attached to the round is 400 clients and about 30,000 euros of MRR, which they frame not as profitability but as the traction needed to raise again, and they say the rate of acquisition will matter more to the next investor than the absolute client count. Our read: 400 clients at the current 70 euro average is roughly 28,000 euros a month, so the target assumes the existing price point holds rather than a move upmarket — and at that ACV the whole plan rests on making one salesperson close far more than they cost.
This is the objection their investor raised in diligence and the founders agree with it: when a customer is worth 700 to 900 euros a year, you cannot staff a conventional sales operation with reps and paid media without losing money on the way in. Their answer has three parts. First, a third cofounder who is a sales specialist — twenty years in the sector, including Groupalia's growth years — brought in on a share purchase tied to a vesting agreement, alongside the brothers' existing 53/47 split. Second, hiring: two technical and two sales people starting at once, an office in Barcelona from mid-March, a team going from two to eight and, in their words, ten within a month. Third, and most important for anyone copying this, industrialising the path from lead to working customer: help videos, an academy, an online course, and tooling that leaves a closed account already created with products uploaded, so the demo eventually drops out of the funnel instead of consuming a founder. Our read: the sequencing is right but the deadline is tight. Onboarding a retailer means importing products, prices, variants and store configuration, which is exactly the work that forced them to switch their first campaigns off; the round buys them roughly twelve to eighteen months to make that work scale without a human in the middle.
Copy the entry point. The whole company exists because they sat in on someone else's quote and saw a 30,000 euro Windows-era install being sold to a three-store retailer who could only reach it by zooming into a remote desktop on his phone. Any market where incumbents sell installed software to businesses too small for consultants has the same shape, and the way to find it is to get into the room where the incumbent is quoting. Copy the residency too: a year embedded in one client's warehouse and shop floor is what let two engineers build a till, a stock ledger and a bill of materials that a shop assistant can actually operate. Change the pricing plan. Seventy euros a month is a number set when two founders were doing everything and it is the reason the next stage needs outside money at all; a version starting today would price the wholesale portal separately, charge per store or per connected channel, and let a brand with sixteen stores pay sixteen times what a single shop pays. Change the language decision as well. Their site was Spanish-only and they still picked up organic customers in Argentina, Colombia and Venezuela and had to turn away French enquiries. That is free demand being refused; an English and French version of the same site costs a fraction of one salesperson.
The arithmetic is the main risk. At roughly 70 euros a month, every euro of customer acquisition cost has to be repaid out of a very thin monthly slice, and the plan is to multiply clients sixteen-fold in twelve months with a sales team that did not exist when the interview was recorded. Miss that and the next round is harder than the last. Second, onboarding is a human bottleneck that has already forced them to stop marketing once; a retail migration involves catalogues, variants, prices and store setup, and every hour of it is unpaid. Third, the category is crowded and fragmented, which the founders acknowledge — cloud point-of-sale vendors sit on one side, full ERPs on the other, and their own defence is the combination of till, wholesale and manufacturing in one system rather than any single feature. Fourth, platform dependency runs in both directions: the value is in connectors to Shopify, WooCommerce, PrestaShop and the marketplaces, and each one is an integration that can break or be deprecated. Fifth, concentration in the pipeline — a sixteen-store franchise is a meaningful share of a 25-customer business, and losing one such account moves the MRR line visibly. Finally, the figures here are a snapshot from April 2021 with 25 paying customers; nothing in this transcript proves the next 375 arrive.
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