Tixy

Tixy was an event-management and ticketing platform for organisers, ticketing, payments, check-in, custom pages, teams, analytics, mobile work, marketplace direction, and APIs.

The product scope covered event creation, organiser accounts, tickets, payments, check-in, team permissions, analytics, custom pages, custom domains, mobile work, marketplace direction, and APIs. The scope was ambitious, and that ambition became part of the risk.

Tixy entered a ₮280M investment agreement for 25% equity. That implied roughly ₮1.12B post-money and ₮840M pre-money valuation. Around 40% was cash, while the remainder was office, incubation, services, and other in-kind support.

The company needed operating capital for founder sustainability, salaries, sales, marketing, and delivery. In-kind support could help, but it could not replace cash runway.

The product reached enough seriousness to raise a ₮280M investment agreement for 25% equity. The web platform was completed, mobile work was underway, and a small team had been hired.

The web platform was completed, mobile development was underway, and a small team had been hired. The product reached a real level of seriousness, but product seriousness did not solve distribution or runway.

The company later shut down after insufficient cash runway, no founder salaries, salary and sales pressure, inconsistent expected support, broad scope, weak founder alignment under financial pressure, and personal debt.

Financial pressure made founder alignment harder. Founder sustainability was not a side issue; it shaped decision quality, scope pressure, sales pressure, and the ability to keep the company alive long enough to learn.

The scope was too broad for the available runway. Product completion did not create distribution by itself. Sales, organiser acquisition, buyer trust, operations, and market wedge should have been treated as product strategy earlier.

Building the product was not enough. Valuation was not runway, in-kind support was not cash, product completion was not distribution, founder sustainability mattered, and narrow validation should have come earlier.

Tixy is not included to make the story look bigger. It is included because it changed the product philosophy: real problem, narrow workflow, evidence of repeated need, then product and reusable infrastructure.