Jul 20, 2026
Why 'Ethical Tech' Isn't Just a Buzzword to Us
The business model is the ethics.
Every values page is downstream of one question: who pays. If a platform is funded by advertising, the advertiser is the customer and the user is the inventory. That is not cynicism, it is just how the accounting works. The scale of it is easy to underestimate. The global data broker market was valued at roughly 294 billion dollars in 2025. Marketing and advertising agencies accounted for around 38 percent of demand. And the single largest acquisition channel for that data, at roughly 36 percent, was mobile apps and SDKs.
Read that last number again. The app is not where the product lives. The app is where the collection happens.
What ‘no algorithmic manipulation’ actually rules out.
In 2021, Frances Haugen disclosed internal Facebook research showing that content triggering outrage, insecurity and fear reliably generated more engagement than content that did not. That was not a malfunction. That was the optimisation target doing exactly what it was told. We do not run an engagement-maximising feed, because we have no reason to. Our revenue comes from memberships. If a member opens one of our platforms, finds the course or the tool or the conversation they came for, and closes it again in four minutes, that is a success. We do not sell user data to advertisers or third parties. That is a commitment, not a compliance posture.
Ethics you can check.
The problem with ethical positioning is that most of it is unfalsifiable. So here are the parts of ours that are not. There is no ad inventory on our platforms, which you can verify by using them. There are no third-party data sales, which shows up in the privacy policy. The price is published rather than quoted. Ten percent of revenue goes to charity, calculated on the top line rather than on profit.
Any of those can be checked without taking our word for it. That is the point of listing them.
Where this costs us.
Being honest about the trade-offs is more useful than another paragraph about values. Refusing ad revenue lowers our ceiling, especially in a region where average revenue per user is low and advertising is the default way platforms compensate for that. Refusing data sales removes a second revenue line that the market has decided is normal. And charging a membership fee means we have to be worth paying for again every single month, with no lock-in and no dark pattern standing between a member and the cancel button.
Those are real costs. They are also the entire reason the model works differently.
We are early, and that is the right time to say this.
We are a young company making commitments before we have the scale that would make breaking them lucrative. That is deliberate. The right moment to write down what you will not do is before anyone is offering you money to do it.
References
Grand View Research - Data Broker Market Size, Share and Trends Report
Mordor Intelligence - Data Broker Market Size, Growth and Forecast
TIME - How Fixing Facebook’s Algorithm Could Help Teens and Democracy
Harvard T.H - How social media’s toxic content sends teens into a dangerous spiral
DPO Consulting - Morocco Data Protection Law 09-08
Morocco: National Commission for the Protection of Personal Data (CNDP)