The Enterprise Bet

Last year, I joined a customer call expecting to help a solo founder debug a deployment issue. Instead, I found myself talking to a product lead at a Fortune 500 company. Her entire team was already using Lovable daily. They'd built internal tools, prototyped features, shipped experiments. She just wanted to know how to pay for it properly.

This kept happening. Call after call, the same pattern: people at large companies who'd discovered Lovable on their own, built something real, and now wanted to bring it to their teams officially. Enterprise demand was already there, hiding in our user base.

The Opportunity

To me, this looked like a market. To others, it looked like a distraction. Within a year, Jensen Huang would name Lovable alongside Cursor and OpenAI as part of the future enterprise workforce, and NVIDIA would back our Series B. But at the time, the idea was controversial.

Enterprise has killed companies before.

The pushback came from people who'd seen it happen. Senior engineers who'd watched codebases become unmaintainable after enterprise deals.

This will split our focus. We'll end up with two half-baked products instead of one good one.

They weren't wrong to worry. Lovable was growing fast on the consumer side. Chasing enterprise could pull resources away from what was working. It could bloat the codebase. It could turn us into the kind of company we'd never wanted to be.

I took these seriously. They'd seen what happens when you don't. The question became: how do we pursue this without becoming another cautionary tale?

The Constraint

I landed on a rule: only build features that benefit everyone, or don't build them at all.

If a feature couldn't be a natural extension of the core product, we'd find a different approach or say no. No enterprise-specific sprawl. No forking the codebase. One product serving everyone.

This came directly from taking the concerns seriously. And it turned out to be clarifying. Every decision had a simple test: does this make the product better for a solo founder too?

Workspaces let solo founders separate client projects. SSO removed password friction for teams of any size. Improved security helped us gain more trust. Each "enterprise" feature found a second life as a product improvement.

Conventional wisdom says enterprise needs its own product. We decided to prove otherwise.

Building It

Multi-tenancy, SSO, SOC 2, private deploys, configurable toolchains. Each piece was blocking deals. The constraint made every one a design problem: how do you build this so it helps everyone?

We called them workspaces, not "enterprise organizations," because solo founders used them too. SSO removed friction for teams of any size. Security hardening protected all users, not just the ones paying enterprise prices. Each one passed the test.

In spring and summer 2025, I built the entire enterprise stack myself alongside working on Lovable Cloud, visual edits, and other major features. In June, we shipped a self-serve B2B plan. Teams could just sign up and start collaborating on Lovable, no sales call required. Our enterprise operation was me handling all the engineering, and three GTMs. No cold outreach and no traditional sales motion.

I personally onboarded our first twenty customers. Joined their calls, understood their blockers, shipped what they needed. This was the real education. What enterprise teams actually care about versus what I'd assumed from reading about B2B. Every conversation tested the constraint. Most of what they needed fit. When it didn't, we found a way to make it fit, or said no.

The Hackathon

In the middle of this, our largest customer wanted to run a company-wide hackathon. 50,000+ employees, all collaborating on one workspace which currently only supported hundreds of members at most. We had one week.

Our infrastructure wasn't built for that. We shipped the night before. It worked.

That was the constraint paying off. One codebase handled tens of thousands of enterprise users the same way it handled solo founders. Because we'd never forked it.

What We Learned

Enterprise became our fastest-growing segment. By the end of 2025, over half of Fortune 500 companies had teams on the platform. Microsoft, Uber, HCA Healthcare, Zendesk, ElevenLabs, all using Lovable daily. Jensen Huang named us alongside Cursor and OpenAI as the AI tools shaping future enterprise workforces.

One company replaced Slack and their entire intranet with what they built in Lovable, fired their marketing agency, and hired three full-time vibe coders. They estimated they'd saved millions. Another launched 26 country websites in a single week.

The bet held up. One codebase, no bloat. When we raised our Series B, Salesforce Ventures, Atlassian Ventures, Databricks Ventures, HubSpot Ventures, and NVIDIA's NVentures all backed us. Enterprise software companies backing a product that refused to fork.

One constraint, applied consistently, got us further than anyone expected. The same product that serves a solo founder prototyping on a weekend can serve an enterprise team shipping internal tools. That was always the point.

---

We're hiring exceptional engineers, FDEs and GTM professionals. If this kind of work sounds interesting: lovable.dev/careers