Bikefit.cc Is the Main Thing

I have a few things moving at once, but Bikefit.cc is the main business.

Benny’s Lab is where I am building Sports Intelligence, testing how an AI operation should actually run, and using the tools to build, research, prototype, and move faster. It matters. It is becoming a serious operation in its own right.

But Bikefit.cc is the company I am leading, funding, selling, and building toward a much bigger outcome.

I have taken the CEO role

I have taken the CEO role at Bikefit.cc.

That is not a title change for LinkedIn. It means I own the direction: strategy, fundraising, sales, product decisions, and making sure the company becomes commercially real. We have reached the point where a small team needs clear lanes and a final decision-maker, not four people vaguely sharing every responsibility.

The restructuring reflects that. Technical product delivery and spend control have a clear owner. Brand, investor communication, and narrative have a clear owner. Global introductions and commercial relationship development have a clear owner. I am responsible for putting those pieces together, making the calls, and getting the company where it needs to go.

Bikefit.cc is not just a fitting calculator or another widget a shop puts on a website.

The immediate product helps riders find the right bike and helps shops and brands turn a difficult, inconsistent question—“what size should I ride?”—into a better customer experience. But the longer-term vision is larger: a persistent Body Passport that can follow a rider across bikes, brands, fit changes, injuries, disciplines, and purchases.

The bike is the starting point because it is where we have real credibility, real relationships, and a very obvious problem to solve.

Commercially, there is real motion

There is live work with partners, multiple active retailer and brand conversations, and prototypes in front of people who can meaningfully move the company forward. Some are straightforward store deployments. Some are brand experiences. Some are more creative hospitality, concierge, membership, or content-led models that make sense because the product sits at the intersection of fit, cycling culture, and commerce.

We have also been helping a cycling media friend get set up with a bike from a brand we have known since before Bikefit was even an idea. That is a small but very real example of how this business is growing: relationships first, usefulness second, business follows.

It is not fake networking. We know people because we ride bikes, travel, race, drink beers, and spend time in the same circles. When there is an opportunity to help somebody, we help. When the product makes sense, the relationship already exists.

We also have a prototype for a major global bike brand now in the conversation. That is the kind of work I like: build the experience, show it, and let the product make the case. No fifty-slide deck explaining what we might someday be able to do.

Two funding conversations

On funding, there are two separate conversations.

The bridge funding is about execution now. It gives us the room to keep building, support active partner work, close early commercial deals, and establish more proof that Bikefit can turn interest into repeatable revenue.

The larger 2027 round is about scale.

That is the capital required to accelerate sales, deepen the product, build more technical capacity, expand partnerships, and move from “very good bike-fit platform” toward the larger Body Passport vision. We are beginning that work from a stronger place than a typical idea-stage company: the product exists, people are using it, partners are engaging, and the team is clearer about what it is building.

We are developing those conversations in more than one market, including the Middle East and Belgium. The goal is not to chase money for the sake of saying we raised money. The goal is to find people who understand the cycling ecosystem, can see the broader consumer-data opportunity, and want to help us build it properly.

What Benny’s Lab is for

Benny’s Lab supports that work, but it has its own focus.

Sports Intelligence is not a sales operation right now. It is a product and intelligence operation. We are building the research discipline, data infrastructure, quality controls, workflows, and capabilities first.

The team structure there is becoming clearer too.

ChatGPT is the executive and product layer: strategy, systems, product direction, operating decisions, prototyping, and turning a rough idea into a functioning plan or deliverable.

Grok is the Sports Intelligence layer: live sports research, game context, sports-specific analysis, and rapid information work.

The bots are scoped operators. They are not competing executives or a committee of models debating the same question. They handle defined jobs—research, QA, discovery, data and release work, or other bounded assignments—and report what changed, what was verified, and what is blocked.

Woutson coordinates that work. It does not become another layer of bureaucracy. Its job is to keep ownership clear, maintain the update cadence, and make sure the agents execute instead of endlessly asking permission or reporting activity.

• Assignment is authorization.
• Execute before reporting.
• Verify independently.
• Escalate genuine exceptions.
• Report outcomes, not activity.

That is how we get from “a bunch of AI tools” to an actual operation.