Nu Delta Founder on Selling Technology to Banks: 16 Months of Waiting

Such a wait puts a young company under heavy financial pressure. Pieścicka says she took a private loan to keep Nu Delta going, putting her own assets at risk. Her interview also touches on AI: in a banking setting, she argues, security matters more than trends, which is why she points to running AI on the client's own servers.

Lessons for young founders

The first lesson is relentless focus. Having several potential customer groups does not mean selling to all of them at once. A founder should pick one key segment, research it thoroughly and prove the technology's value there before moving on.

The second is about the founder's own endurance. Working 12–14 hours a day lowers effectiveness and leads to poor decisions made under stress. Pieścicka says a regular reset helps, and for her that means working with horses every day, which keeps her calm, grounded and ready for the next business challenge.

The interview also covers why a conductor, rather than a charismatic solo leader, is the better model for a founder.

For startups building for regulated industries, the story is a reminder that a sale to a bank is measured in quarters rather than weeks, and that cash runway and a single well-chosen customer segment can decide whether a company survives the wait.