Lemonade.social
- Jan 2025 – Aug 2026
- Global · consumer social, community, events
- Board Member · Co-Founder
- Consumer internet
GATHER
What happens when community becomes infrastructure?
Who is the scarce user in a community product, and how do events become a product surface rather than a marketing campaign?
We can identify the growth constraint and build around it.
Case study
Problem
Who is the scarce user in a community product, and how do events become a product surface rather than a marketing campaign?
Community and events sat between social product, creator tooling and real-world coordination, with no category owning it well.
Growth depended on organisers rather than on passive end users — supply, not demand, was the constraint.
Evidence
- mobile social and community product, live in the iOS App Store
- organiser-first product direction
- enterprise partnership motion
- live experience programme as a product surface
- ecosystem growth loop
Implications
In community products, supply is the organiser. Serve the organiser and demand assembles itself.
Events are not marketing. They are the product's rendering surface.
Community products fail when they optimise the audience. The organiser is the scarce asset.
Reading list
Founding scope account: product strategy, enterprise partnerships, live experiences and ecosystem growth
Wider product story: 200k+ users, $2m+ ticketing volume, $830k enterprise revenue — company-level figures supplied by the founder, not independently verified and not personal causation
02 — Context
Community and events sat between social product, creator tooling and real-world coordination, with no category owning it well.
Growth depended on organisers rather than on passive end users — supply, not demand, was the constraint.
03 — Role
Board Member Jan – Jun 2025 · Co-Founder Jun 2025 – Aug 2026.
Co-founded the mobile social and community product across product strategy, enterprise partnerships, live experiences and ecosystem growth.
04 — Three moves
Define the organiser as the scarce user and set product direction around organiser leverage rather than audience volume.
Treat live experiences as the product's rendering surface, so gatherings produced retention rather than campaign spend.
Build enterprise partnerships and ecosystem growth so each cycle carried into the next instead of restarting.
05 — Public evidence
06 — Reconstructed artifact
07 — What was built
- mobile social and community product, live in the iOS App Store
- organiser-first product direction
- enterprise partnership motion
- live experience programme as a product surface
- ecosystem growth loop
08 — Founder note
“Community products fail when they optimise the audience. The organiser is the scarce asset.”
09 — Source ledger
Founding scope account: product strategy, enterprise partnerships, live experiences and ecosystem growth
Wider product story: 200k+ users, $2m+ ticketing volume, $830k enterprise revenue — company-level figures supplied by the founder, not independently verified and not personal causation
10 — Confidentiality
No confidential Lemonade.social material is reproduced in this dossier. Wider product figures — 200k+ users, $2m+ ticketing volume and $830k enterprise revenue — are founder-supplied company-level context, not independently verified and not personal causation.
If this dossier reads like your situation, name your decision in a paragraph.