Olimpio

Olimpio rents company-owned clean linen to service businesses on a daily cycle. The pitch to a client is simple: no capex, no inventory management, clean linen arrives every day.

Delivering that is not simple at all.

What we built

250+ clients. 3 million inventory transfers a month. $1.2M ARR with positive unit economics. Teams of 100+ across CX, logistics, warehousing, QC, supply, and vendor functions, spanning 12 cities. I helped raise $2M in total funding.

The operating discipline

I owned P&L across multiple categories, and the number I watched hardest was COGS, which we held consistently at 50% of revenue. In a rental business the asset is the margin. Lose track of where the linen is, how many cycles it has left, or how long it sits idle, and the model stops working no matter how good the top line looks.

We ran a people-process-product framework across client onboarding, fulfilment, inventory management, invoicing, ticketing, and vendor negotiations.

The product side of that was an in-house no-code inventory management app I helped develop, with separate interfaces and dashboards for clients, managers, and employees. That was what made SLA accuracy and genuinely data-driven operations possible rather than aspirational.

What I took from it

Being a founder taught me the thing I now do for other people’s companies: go stand in the operation yourself before you design it, and do not hire a team to run a model you have not personally proven works.