THE MISSING LINK
A way to seamlessly bring you real and digital experiences altogether
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BUSINESS DEVELOPMENT STAGE
We are fund raising now for seed money
Our startup targets huge TAM with very low CAC, high NFx and great LTV
About our potential
The questions bellow consolidate Getter’s business thesis.
They are structured to build on traditional digital mental models—while gently challenging their limits, as understanding Getter requires moving beyond some of the assumptions of the App Economy.
Yes — but the mistake lies in trying to generate this network effect following the logic of the App Economy. Traditional platforms depend on acquiring consumers first and only then convincing suppliers, resulting in prohibitive CAC.
👉 Getter inverts this logic: it enters through the physical point of sale, at the actual moment of transaction. The network effect emerges from recurring, everyday usage (restaurants, pet shops, bakeries, pharmacies, hardware stores, cosmetics, services—even taxi drivers). Local density creates habit; habit generates data; and data, combined with the value delivery channel (between merchants and consumers), generates financial value for merchants and Getter itself.
No — precisely because it does not start by trying to solve and engage the consumer. That is the structural bottleneck of models like Uber, DoorDash or iFood (which burn significant cash and time to grow).
👉 Getter starts with the merchant: it delivers immediate value to merchants, who already have customer flow and a real demand for digitalization. The merchant becomes Getter’s distribution channel to their own customer base. This eliminates the cold-start cycle and replaces it with activation (of the consumer) at the moment of purchase intent in interaction with the merchant—not beforehand, as in the App Economy model.
The market is already more than validated, but in a fragmented and inefficient way through generic chats and countless disconnected solutions manually integrated.
👉 Proof of money on the table: this is evidence of poorly captured demand—a merchant may spend over 4x more on fragmented solutions than they would pay Getter. Getter does not create demand; it organizes and captures more efficiently what already exists today with low efficiency and no structured data.
Because the market is already saturated with MVPs that solve only “pieces” (payments, indexing, leads, digital advertising, queues, reservations, catalogs, or delivery).
👉 True viability lies in end-to-end integration: starting small or niche means competing in saturated spaces. Getter’s differentiation is the complete journey. Validating an isolated component is validating something irrelevant to the infrastructure thesis.
Because Getter’s MVP is large compared to that of a niche startup. Generating early revenue with an MVP that only covers part of the O2O flow would indicate incorrect—fragmented—execution. That would prove “revenue generation” (quickly) but fail to prove the business.
👉 Early revenue would be a false positive: if we were generating revenue with little capital, typical of a conventional startup, it would mean validating a smaller product (just another fragmented solution that doesn’t scale), losing the end-to-end integration. Horizontal infrastructure requires proper and complete construction and value capture across the entire journey—not just a fragment.
The risk of underinvesting (as many have done) is greater than investing early at the fundamental level. Underfunding destroys the potential of the thesis.
👉 Building the missing layer: with insufficient capital, Getter becomes a slow-growth niche solution. With adequate capital, we build the full layer, generate local density, and capture data, transactions, and strategic positioning ahead of competitors.
WhatsApp is a communication channel; Getter is a transaction conversion platform. Getter can even convert/finalize transactions initiated on WhatsApp (as well as those originating from other digital platforms such as Google, YouTube, Instagram, TikTok, etc.).
👉 Structuring vs. conversation: WhatsApp is informal and does not generate structured, actionable data. Getter transforms interaction into structured transactions, organizing data and creating new tools and intelligence for merchants.
Yes—but the correct analogy is not zero pricing. Instant messaging didn’t beat SMS by charging less; it made SMS irrelevant by completely redefining the job-to-be-done. Getter operates on the same principle: it does not compete on price with delivery platforms—it serves a different value model.
👉 Digital inclusion of physical commerce: Getter does not compete with delivery apps; it serves commerce that does not want the dark kitchen/dark store model. Getter is not a customer intermediary or logistics provider. It offers technology so that analog arrangements can operate seamlessly within the digital environment.
Yes. Starting with large enterprises would be a strategic mistake. Large retailers have 12–18 month sales cycles, bureaucratic IT teams, and strong negotiating power. Micro-entrepreneurs and SMBs decide within hours and have acute, latent pain.
👉 Speed and scale: numerous insurgent payment acquirers have proven this path viable by building their base with small merchants before targeting large enterprises. And they sell only “fees,” rather than “sales growth and efficiency through digital inclusion,” which is what Getter offers.
Yes. Getter does not need to be downloaded before being used by the consumer. It must deliver a consistent, immediate experience—at the moment of direct stimulus from the merchant. Native app migration/activation can happen later (as Airbnb and Mercado Livre did).
👉 Zero barrier: by adopting PWA as the initial/primary experience, Getter eliminates the friction that drives the high CAC of the App Economy. It removes the download barrier, turning any physical storefront into an instant digital entry point.
Local density before geographic scale. CAC is low even for acquiring merchants (given the fragmentation of current solutions and, particularly in restaurants, the high costs of delivery apps).
👉 Category dominance: when merchants have a low-cost, high-impact platform with minimal integration effort, expansion becomes a natural consequence—not a risky bet.
Yes. Just as Uber, DoorDash and iFood arrive before card machines (and don’t even need them), Getter converts purchase intent and captures/processes the transaction before the POS—for debit or credit (card-present or card-not-present) and for (Brazilian) PIX.
👉 Financial asset: through QR codes (offline) and links (online), Getter knows what will be purchased well before the transaction occurs. This pre-transactional entry point and data is the asset that enables Getter Pay to originate more and later offer pre-approved credit and loyalty, occupying a space in the O2O journey that no traditional financial player can access.
By offering value that merchants cannot replicate on their own.
👉 Lock-in through added value: merchants stay because Getter provides high-impact digital infrastructure at low cost. Disintermediation is a risk for marketplaces that only deliver “leads” and/or charge high fees; as infrastructure, Getter positions itself as the new normal—essential and affordable, like electricity, internet, or POS devices (which it may eventually replace).
The pre-transaction entry point—capturing intent before purchase, with valuable data and acting as the conversion point.
👉 Digital gold: Getter captures the moment the consumer decides to buy, before the bank or payment gateway. This is the optimal positioning: a “digital intermediary.” Amazon and Mercado Livre hold this position in e-commerce (self-service remote purchasing). The O2O space (near or in-person; self-service or assisted) still has no dominant player.
Getter makes analog retail machine-readable—for itself (with its integrated AI Concierge) and for third-party AI agents.
👉 Visibility for AI: Getter’s Concierge orchestrates the transaction for the consumer. If the merchant lacks data (price, location, inventory), they are invisible. Getter delivers the true minimum viable set—capture + catalog + sale + payment + delivery—making merchants technically and commercially ready to be discovered and activated by intelligent assistants.
A natural evolution into a proximity fintech and, after reaching critical mass (of consumers), into a true SuperApp (with multiple transaction types and sectors, not just retail).
👉 Natural digital intermediation: by connecting thousands of providers and millions of consumers, we begin processing a significant and continuous transaction volume. Diversification becomes obvious and natural.
Getter is not another sales app—it is building the digital infrastructure layer for local retail, a R$2 trillion ($360 billion) GMV Brazilian market that is already digitizing but still lacks a clear owner.
Instead of burning cash to acquire consumers, Getter flips the traditional model by using merchants as its distribution channel, capturing purchase intent at the point of sale—before payment even happens. This approach dramatically reduces CAC while creating a natural, scalable network effect rooted in real-world transactions.
By integrating the entire O2O journey through a PWA-first experience, Getter removes the friction of the App Economy—no downloads, no barriers. QR codes and links instantly transform any physical storefront into a digital transaction channel, generating structured data and enabling smarter commerce.
This positions Getter not just as a marketplace, but as the operating system of physical retail—unlocking a new layer of financial and data infrastructure that traditional players (like POS providers and banks) cannot access.
As the platform scales, this foundation naturally evolves into a proximity fintech and, ultimately, a true SuperApp—capable of supporting multiple transaction types across sectors.
In short, Getter is not competing for a slice of the market—it is building the layer that the entire market will run on.
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