The news is out: MyC has raised €10 million to fuel its next stage of growth.

In the current climate, that’s not trivial. We’re grateful to welcome Hi Inov and IXO Private Equity alongside Elaia. At OSS Ventures, we reinvested.

But this isn’t a victory lap. We don’t really do those. This is a look back — honest, a bit imperfect — at the 2.5 years that led here, and why this round feels less like an arrival than a moment of alignment.

A company that didn’t fit the thesis

MyC was born during Covid, at a time when uncertainty was the default. It also sat far from what we thought we were good at, in OSS. Health. Operational sites, yes — but not factories as we knew them. Ships. Oil & gas. Remote, regulated, human-critical environments. Different users, different rhythms, different stakes.

That distance mattered. It forced humility. We couldn’t lean on muscle memory or pattern-match our way forward. The team had to earn every insight the hard way: listening, testing, failing quietly, iterating again.

What emerged was a product built with pride in execution and a disciplined go-to-market. Growth followed — not explosively, but steadily. The kind that comes from solving a real problem for people who don’t have time for buzzwords.

The moment things clicked

Then came a decision that changed the trajectory. A very large global player chose to bet on MyC with a seven-figure, worldwide contract.

That kind of decision doesn’t come from decks. It comes from trust. From seeing something work in real conditions. From recognizing that a narrow pain point — data transparency around people’s health and safety — was actually a structural problem shared far beyond the initial scope.

The circle closed. The “European” take on care — deeply rooted in responsibility, clarity, and respect for individuals — turned out to scale. Not as ideology, but as infrastructure.

When the market reveals itself

Once that lens snapped into focus, the math became unavoidable. There are roughly 10,000 companies globally for which a seven-figure annual check is not aspirational — it’s rational. Each faces similar operational realities. Each carries the same obligation toward the people on the ground.

We don’t romanticize TAMs. But sometimes a market reveals itself not through spreadsheets, but through behavior. Through one decision that unlocks many others.

Interestingly, this also brought MyC back into our core competency at OSS: building software where operations, humans, and AI intersect. Where the craft isn’t about replacing people, but about making systems legible enough that people can do better work.

What this round really means

This €10 million round isn’t a finish line. It’s permission. Permission for the team to think bigger, to invest deeper in the product, to keep pushing on AI — not as a gimmick, but as a tool for reliability, prediction, and care at scale.

It’s also a reminder that the most meaningful companies often start a bit off-thesis. They grow by staying close to reality, by respecting the complexity of the field, and by letting conviction compound slowly.

Here’s to the builders who choose that path.
 Here’s to the next phase of MyC.
 Good times — earned the long way around.