1 week to go to 2026
December 12, 2025
I want to share a 4 square we’ve been using, because it’s quietly become the clearest articulation of our GTM strategy.
The axes matter:
- Impact (small → large capital)
- Standardization (bespoke → repeatable)
What the chart makes obvious is that not all work is equal, even if it all looks like “progress.”
Top-right (high impact, standardized) is the bullseye. This is where we can drive meaningful transaction revenue and scale without heroic efforts:
- Repeatable heat pump pathways
- RFP-ready scopes
- Comparable bids
Top-left (low impact, standardized) is not the destination — it’s the on-ramp. This work only matters if it:
- Pulls owners into Momentum
- Creates structured data
- Advances a building toward a bigger decision
Bottom-right (high impact, bespoke) is where the industry still lives… slow, expensive, opaque. We will touch it selectively, but only to learn how to standardize it — not to build a services company. (This quadrant is labeled “Empire Building Challenge” in honor of a NYS program originally developed to get projects done in singular buildings like the Empire State Building…)
So the updated GTM is simple, even if execution isn’t
- Use standardized, low-impact work to seed the market
- Instrument every step so it produces data and momentum
- Relentlessly convert buildings toward standardized, high-impact transactions
We are not trying to help everyone do everything. We’re trying to make one path so clear, repeatable, and financially legible that it becomes the default.
That’s the project.
Metrics
Section titled “Metrics”Traction
Section titled “Traction”- Unique Buildings: [X] (Real time, via Admin panel!)
- Annual Run Rate: $[X]M
Financials
Section titled “Financials”This month we are spending a little more time on education on the updated list of metrics and why we are tracking them. Descriptions of each metric live in the handbook and this link will be available as a reference each week, versus in-line descriptions.
| Metric | Value | Takeaway |
|---|---|---|
| Revenue (YTD) | $1,588,119 | On track toward $1.6M 2025 goal |
| Transaction fees | $65,029 (4.1% of YTD revenue) | Healthy fee capture |
| Annual run rate | $1.55M (+4.2% MoM) | Recurring revenue stability improving |
| Cash | $514K | |
| Accounts receivable | $213K (-39% WoW) | $153K from L+M coming next week |
| Runway | 11 months | 12+ months healthy, slightly low |
| Net burn (monthly, accrual) | $74,331 (+21% MoM) | Burn increase impacted runway |
| Net burn (YTD-to-last-month, cash) | $49,681 (-7.23% MoM) | Cash outflows easing |
Details
- Revenue: Goal remains $1.6M for 2025 and we are on track to hit it by year-end.
- Annual run rate: We want this to keep climbing as an indicator of recurring revenue stability.
- Cash and AR: We expect $240K of AR this month (63% or $153K from L+M for ConEd Cost Shift)
- Runway: UPDATE we made a correction end of last week, that increased our net burn and decreased runway. We expect this to increase
- Net burn: UPDATE we expect the two net burn metrics to converge by year-end as accrued expenses are paid and revenue is collected. The difference we currently see between the two is due to timing (waiting to receive our AR).
Current expenses by department
| Department | Spend | Explanation of MoM Change |
|---|---|---|
| COGS | $31K (+234% MoM) | Increase expected (new hire and consulting) |
| G&A | $64K (+14% MoM) | Increase expected (legal fees) |
| R&D | $139K (+28% MoM) | Increase expected (consulting up 140%) |
| Sales | $19K (-31% MoM) | Decrease expected (timecard wages moved to R&D) |
Development
Section titled “Development”Last Week’s Highs and Lows
Section titled “Last Week’s Highs and Lows”- We executed a 3-month contract extension with Willdan for the ConEd MFEEP work. The full-year contract will take some more discussion, but I’m just glad we’re going into January without a lapse in contract, which has delayed payments in previous years. This is the first time! (JB)
- We received a draft report for our 2nd SOC 2 Type 2 audit, with only one exception reported by the auditor (and we have already addressed it). Getting clean audits consistently is an important signal of discipline and security best practices, and will continue to help attract customers. Kudos to Reuben for driving this so well. (FH)
- Releases are getting in a regular groove, and our releases and our sprints are decoupled! (BJ)
- Started migrating little by little to Discord! Yay!
Any missing highlights? Please share in Slack comments.
Crow’s Nest
Section titled “Crow’s Nest”Looking out for icebergs: What are the risks on the horizon that we’re watching for and navigating around?
François’ List
Section titled “François’ List”- Balancing short-term / vision Agents are fundamentally a combo of a/ a LLM (largely commoditized, but needs selection and possibly tuning), b/ a prompt (context + generic instruction), c/ tools (access to information and APIs relevant to perform a task), and d/ an architecture (orchestration of the above, evaluations, analytics). Even if we don’t put agents in Momentum right away, we have to make sure that what we build today prepares us for c/ and d/.
Repeat from last week:
- AI Strategy in service of product: using AI for coding/development or for notemaking has been transformative. Can we deliver to our users similar transformative value by embedding AI into our product in a way that’s really useful as opposed to gimmicky? Getting this right will require a lot of exploration and a deep understanding of user needs.
- Getting ready for more
traffic/scrutiny/requirements: NYCA is triggering a list of new infrastructure requirements: higher traffic, system resiliency, additional scrutiny on the security of our systems. There’s a laundry list to go through and that we need to balance with the rest of our product work.
Jason’s List
Section titled “Jason’s List”Repeats, with a tweak:
- Improving clarity around our roadmap and prioritization process–I really want/need to put more time into this and will be starting with a PM coaching January to help me.
- We may have won some minds, and we’re winning some wallets, but will we win their fingers? Which users will actually use our software instead of just looking for the outputs and expecting consultant-style service?
- What is our moat in a world and industry where data wants to be free, especially when some of our largest customers are city and state agencies?
- Politics Local is looking great! But national is really scary. Although local is trying to push through a cooling mandate, which is good in theory, but could derail things if executed poorly.
Bomee’s List
Section titled “Bomee’s List”- 2026 is the year we get our groove on!
- Fueling growth for BKB and Calcs. If raising, we need to do our homework so we know exactly where those resources go and why.
- NYCA, ConEd Recompete and HPD - a lot to coming at us for 2026
- Cash. Not a worry per se, but boy, that AR is a lot.
Marc’s List
Section titled “Marc’s List”- Execution We are the dog that caught the car with NYCA and other stuff brewing. Stakes of everything we do will be increasingly high. So many eyes will be on us. How do we best expand the team?
- Continuing to stay ahead of the curve that is turning into a hockey stick How much of scope builder will be able to be recreated by an AI native start up in the mid term? What are we doing to build the flywheel so that our customers experience every project making the next one easier and we deepen our moat?
- Process orchestration What tasks should be done by AI, what tasks should be done by AI + humans and what tasks should be done by humans? I don’t have as much of a handle on this for our development work… but this framework has gotten me thinking about how Momentum fits into the wider industry. Where and how can we disrupt things? And where and how can we be disrupted?
Erika’s List
Section titled “Erika’s List”- Money, money, money It is coming, but until we see it in hand, managing carefully week over week with plans to replenish our cash reserves over the coming months.
On Deck for This Week
Section titled “On Deck for This Week”-
Release 111–last one for 2025! (JB)
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Discussing potential new features for ConEd MFEEP contract with Willdan–making progress towards a contract for the full year (JB)
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Coordination meeting with KC3 about the HPD work, which is expected to kickoff in January–gotta get planning! (JB)
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NYC Accelerator customer journey meeting with Willdan and KC3 (JB)
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Meeting with NYS HCR about potentially supporting their version of the CFHF program (JB)
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Doing a webinar for a bunch of state energy and housing offices on our vision and experience using software to streamline construction… basically a big soft sell for Momentum (MZ)
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Here’s what’s on the Company Radar
Upcoming Releases
Section titled “Upcoming Releases”Release 111 So far:
- Development grouping feature - Buildings can now be grouped into developments with automatic sync from BKB, sibling building discovery, manual add/remove capabilities, and a development summary page with building metrics (#9776, #5152, #7982, #10077, #10076, #10090)
- Property name field - Added user-editable property name field to buildings, displayed in header and Property Information tab, with tracking of who added it (#8481)
- Code quality & permissions - Strict Rector configuration, DDD-style domain exceptions, new ALLOW_COLLECTIONS team permission, and customize measure permission migration to legacy teams (#9986, #9788, #9860, #10064)
- Fixes to conditional partial electrication suggested scope (#10226)
- Team admin and user profile updates
Please Leave Feedback
Section titled “Please Leave Feedback”Please note your reaction to this update in the Slack channel. It helps us to know what is resonating, what is unclear, etc. Thanks!
- What are your highlights / low-lights?
- Did we miss a highlight? Something else you want to react to?