In The Nomu Hour , we spoke with Nacho Tejero , CEO and co-founder of Webel , one of the most talked-about startups in the home delivery services sector. But this isn't a typical story of pitch decks, unicorns, or accelerators. It's the story of a team that literally started in a garage, that built product before narrative, and that has scaled with an unusual obsession: becoming profitable as quickly as possible.

Start without money, but with a lot of conviction

Webel wasn't born with a PowerPoint presentation, but with customers. Nacho and his team started from a garage, without external funding, programming, selling, and executing at the same time. As he explains in the episode, they didn't have investors or large salaries, but they did have a very clear vision: to make it easier for users to access reliable professionals for home services quickly and easily.

💡 Insight for entrepreneurs : You don't need a round to validate a problem, you need the desire to talk to users and solve something concrete.

Profitability as a driver, not a destination

Instead of following the typical "growth at all costs" path to raising funds, Webel chose a different approach: building a profitable business from day one. This obsession with efficiency has allowed them to operate in seven countries, maintain control of the company, and make decisions without relying on external capital.

🧠 Featured quote :
"There are companies that sell smoke and raise millions, but then don't have a product. We prefer to have a product, users, and cash. Investment will come when it makes sense, not before." — Nacho Tejero

Tough decisions: closing markets to grow

One of the key moments in Webel's growth was deciding which markets to attack... and which to leave. While many startups expand unchecked, Webel quickly learned that profitability depends on the region: not all countries respond the same way, nor do they have the same conditions for scaling.

In the episode, Nacho tells us how they made the difficult decision to close operations in unprofitable countries and double down on successful ones. This ability to prioritize, measure, and execute has been essential to maintaining strong and sustainable growth.

📍 Key Lesson : Growth isn't always about adding. Sometimes it's about removing what doesn't work, even if it's hard.

Radically honest culture: everyone knows everything

One of Webel's most notable pillars is its internal culture. Within the company, all employees know the numbers, understand the strategic decisions, and have a say in them. This radical transparency translates into extremely high team engagement.

🎙️ Nacho explains it to us like this:
"People behave like owners when you treat them like one. If you want them to row with you, you have to share the map."

In a startup world where culture is sometimes oversold and reality is hidden, Webel has chosen to do just the opposite: show the reality with its ups and downs, and trust his team.

The future: efficiency, automation, and purpose

What now? Webel doesn't want to rest on its laurels. They're working to automate more processes, improve the user experience, and offer a more robust product. Although they already have traction and an international presence, Nacho insists that the real goal isn't growth for growth's sake, but rather to create an excellent product that can lead the European market.

🔋 Takeaway : Building a company isn't a sprint. It's about staying strong, iterating, adjusting, and continuing.

Why does this story matter?

Because it debunks many myths. Because it shows that you can start a business without financing, without contacts in the industry, or without having everything figured out from the start. And because it highlights an increasingly important reality for entrepreneurs in 2024: capital is no substitute for execution.