When the Seeds Start to Bear Fruit: A founder’s reflection as I close 2025 and prepare for 2026

2025 marked our 7th year in operations, and for the first time, I can clearly see how decisions made years ago, often with incomplete information and a lot of conviction, have begun to bear fruit...not in dramatic ways, but in ways that feel earned.

Three outcomes, in particular, stand out for me.

1. My company became a trusted advisor, not just a service provider

At some point last year, the conversations we were having with clients changed.

No longer were we just being asked how to implement something. We were being asked whether something should be done in the first place, and why. I found myself invited into early discussions, sometimes before strategies were fully formed, asked to think alongside management teams and help shape initiatives that would positively change how their businesses operate.

A few moments made this especially clear:

A fast-growing hotel chain continued a digital transformation journey that began in 2023, with a very grounded goal: reduce paperwork, simplify reporting, and bring consistency across multiple properties nationwide. Technology wasn’t the objective - clarity was.

A large distribution and services firm began a journey toward deeply understanding its customers and elevating service delivery. CRM and Service Management were not adopted for trend’s sake, but as tools to support customer intimacy at scale.

A retail and supermarket operator embarked on an automation initiative to eliminate fragmented financial processes that had accumulated quietly over time. To restore control, accuracy, and confidence in their numbers.

In all these cases, clients didn’t simply buy software or services. They consulted with my team, involved us in their thinking, and made our ERP and advisory role a meaningful part of their broader business initiatives.

As a founder, that level of trust is deeply humbling. It’s also the clearest signal I’ve seen that consistency, honesty, and a focus on outcomes eventually compound.

2. My remote-first delivery strategy proved itself, both technically and culturally

Another outcome this year validated a decision I committed to long ago: building a remote-first implementation and support model.

What started as an experiment (and a gamble) in 2019 has matured into a genuine differentiator. I strongly believe the Covid-19 pandemic in 2020 accelerated this, but more importantly, it validated my model.

Over time, I’ve seen that complex ERP implementations and ongoing support can be delivered remotely, effectively, reliably, and at a high standard without the friction and cost of constant physical presence.

More importantly, I’ve seen how positive this has been for the people I work with.

·      Less daily commuting.

·      Lower living and transportation costs.

·      More energy for deep, focused work.

Those benefits show up in very real ways: less stress, fatter wallets, and a calmer, more deliberate team. And that, in turn, translates to better pricing and better value for clients, without compromising quality.

This model has also shaped the kind of culture I’ve ended up with, one that naturally attracts people who are performance-driven, results-oriented, and comfortable being measured by outcomes rather than visibility.

Remote-first is no longer just an operating choice I defend. It’s part of what defines us.

3. Growth began coming from reputation, not pursuit

Perhaps the most telling signal for me this year was how new opportunities arrived.

Some of our most qualified new clients and prospects in 2025 did not come from active sales efforts. They came because the company had already been researched, vetted, and discussed, often before we ever spoke to them.

There is a world of difference between a deal that must be pushed uphill and one that arrives already aligned.

That said, I also didn’t hit every goal I set.

There were situations where we were rated as the strongest or most capable service provider, yet the client ultimately chose a more traditional, on-site-heavy approach. Losing a large deal always stings. It certainly did for me.

But with perspective, those moments were clarifying rather than discouraging.

They reminded me that my approach is not for everyone, and that’s not a weakness. It resonates most with organizations that are forward-looking, trust-based, and focused on results rather than ritual. Those are the kinds of companies and people I want to build with.

Closing 2025. Stepping into 2026.

As I formally close 2025, I feel a deep sense of gratitude for clients who trusted my company enough to let us grow alongside them, and for a team that understands that real impact comes from thinking, not just doing.

I step into 2026 with momentum but not the loud, fragile kind. This is earned momentum - built on trust, shaped by culture, and sustained by reputation.

The seeds have taken root. Now it’s time to grow… deliberately, responsibly, and with clarity.

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About the Author

Rich Quin is the founder of Cloudian Inc., an ERP consulting firm specializing in Acumatica ERP implementations, remote-first delivery models, and long-term operational advisory for growing businesses across APAC. He works closely with leadership teams to align ERP systems with clarity, execution, and sustainable growth.