01
1.5+ years working together
The founders worked together through ETH Entrepreneur Club before starting TailorTaste.
Cofounders
Two founders covering the two hard parts: demand and the physical object.
Ty Stevens focuses on market direction, customer conversations, recruiting, and sales. Bucur Andrei Borcoman focuses on hardware, prototyping, and turning the menu object into something that can be built and tested.
02
Shared leadership standard
Both have led teams before, which matters for recruiting and operating beyond a two person prototype.
03
Complementary founder instincts
One side pressure tests demand. The other side pressure tests whether the object can actually be made.
TS
Cofounder portrait
Ty Stevens
Cofounder
Leads market direction, customer conversations, recruiting, and sales discipline.
Founder edge
- Positioning and go to market judgment
- Hospitality and hotel operator context
- Recruiting, leadership, and customer facing execution
BB
Cofounder portrait
Bucur Andrei Borcoman
Cofounder
Leads hardware thinking, prototyping, and technical decisions around the physical menu object.
Founder edge
- Hardware thinking and physical product execution
- Robotics, machinery, and technical prototyping
- Fast technical iteration from concept to build
Founder fit
The founding split matches the product risk.
TailorTaste has to answer two questions at the same time: do premium venues need this badly enough, and can the menu object be built to belong in service?
01
Tested working rhythm
Prior collaboration reduces the risk of learning founder communication while also building the product.
02
Strategic and technical balance
Customer discovery and hardware execution are both first order risks, so both are founder level responsibilities.
03
Mutual domain fluency
Decisions can be challenged from both market and build perspectives before time is spent.
Complementary domains
The product has to satisfy both venue operators and physical constraints.
A good website mockup is not enough. The object has to survive material choices, charging, service workflow, cleaning, handout behavior, and customer willingness to pilot.
Ty: strategy, industry, recruiting, selling
Owns who the product is for, why they would pilot it, and how the company reaches them.
Bucur: hardware, robotics, machinery, build
Owns the technical path from product intent to prototype decisions.
Shared understanding
The team can reject ideas that are commercially weak or physically unrealistic before they absorb too much time.
Operating style
The current work is evidence, not polish.
The team is prioritizing prototype quality, pilot conversations, and service workflow validation over broad feature claims.
Fast builders
Ideas should become tests quickly: a prototype change, a customer question, or a clearer constraint.
Strong leaders
Clear ownership matters now because hardware, website, sales, and pilot work move in parallel.
Outcome driven
The output that matters is better product evidence or better customer evidence.
Current focus
Current focus: prototype, workflow, pilot evidence.
The next milestone is proving that staff can control the object naturally before and during service, and that premium venues see enough operational value to test it.
Talk to the Cofounders
Bring the specific question you want answered.
Useful conversations are about pilot workflow, venue fit, hardware tradeoffs, or the first commercial path.