Free Incorporation as the Wedge for an Agent-Powered Back Office OS

From LegalHero → Lexly → Much (formerly Luma), Kristian is back with a bigger swing: make the back office disappear for SMEs.

In 2025 he and the team launched The Ramp, free, fully-digital company formation (now live with partners like Lunar and Billy by Ageras), as the on-ramp into Much, an agent-powered back-office OS, initially focused on legal ops.

Fresh off a €1.1m pre-seed (People Ventures, EIFO) and drawing on hard-won lessons (incl. CTPO leadership at Lexly), he’s building the workflow + AI layer that handles the stuff founders never started a company to do.

That’s pretty exciting, and we wanted to hear more; see Q&A below…

Q&A - Kristian Anker, Founder @ Much & The Ramp

Why make incorporation free? What’s the business model and funnel math from Ramp → Much? 

Simply because it makes sense. The cost of delivery vs. the trust and possibilities you get to work together with these customers and partners after is worth the lesser margins. The trust you build with a company when you help them get well underway is in many cases the trust that makes the customers return later down the road and trust you again. 

What’s the median time from start to CVR, and the main blockers (KYC/AML, capital verification, signatures)?

Somewhere between 12-24 hours. In some cases, same day. We’ve made it extremely easy and quick. The biggest challenge for most is still the access to a Nemkonto from their bank as their KYC- and approval procedures are typically a little longer than ours. However, Lunar has made this very smooth and set a really high bar for how to best accommodate this, so the barrier is really as low as it has ever been. 

How did the Lunar partnership come together, and what does each party bring to the table?

We had a very shared vision on what the perfect journey should look like for entrepreneurs and SMB’s in the Nordics, so when we first got to talking it was very obvious we had a shared interest in making this the best possible journey for all parties involved: the customer, Lunar, us, and our shared partners. 

What problem did LegalHero leave unsolved that Much can finally crack because of AI agents in 2025?

Agents have the ability to not only tell you what to do, but if you give it enough of the right context, it can also do the work for you. In many cases, mimicking that of a real colleague. Enable to achieve that, there is a lot we need to do on our end, but the outlook of being able to tap into the actual work that needs to get done instead of delivering another “shit list” of to do’s is really what sets the old and new world apart. It comes with a lot of other different challenges, of course, but the perspectives of what can be achieved in the magic combination of the application layer combined with the right AI-components at the right time, is really exciting. 

Define “agent-powered back office OS” in one sentence. What does it actually do for an SME on day 1?

Tell you what to do, and do it for you. Much is more of a colleague that you would onboard like you onboard a real colleague: give access to relevant company data, documents, background information etc. And from there, Much goes to work digesting and analysing your business based on who and where in your journey you are, to surface the personalised set of tasks that needs to be done - and then does it. Some of it 100%, some of it for the first draft. 

Where are your agents going to operate autonomously vs. human-in-the-loop?

Much orchestrates multiple agents that work proactively on the planned tasks, but the operator can always get observability and the final execution of most tasks is ultimately up for human review whether your own or assisted by our own legal team. 

Your wedge is legal ops. What’s the expansion path/roadmap (HR, finance, vendor mgmt.), and in what order?

For us, we believe there is an inherent connection between all of the core backoffice operations, which are or should be grounded in legal. And at the end of the day, legal is simply the operational "dependency map” of the business and with that in mind, we believe there are a multitude of different angles in which we provide value, whether it’s as an integrator or replacing existing tools. 

ICP profile for v1(?): solo founders, ApS with 5–20 staff, or bigger SME departments?

From a product perspective, the fundamental difference is not huge, so we are piloting multiple segments. We see strong signals in both, so although a little untraditional, we see a way to have a broader customer profile, than you would normally expect. 

Pricing thesis: subscription with usage tiers, per-workflow, or outcome-based?

We haven’t made our mind up yet, but we are leaning towards a usage based and/or outcome based pricing model. 

Where’s the durable moat? Distribution via banks/accountants, proprietary workflow libraries, or data flywheels?

Distribution is of course a big factor, and something we spend a lot of energy on. However, for Much to really show it’s worth for customers, context is king. The better we are at collecting the right information, the better we will be at making the right analysis and boiling it down to tangible stuff that needs to get done. And once we then deploy Much back into the workflows the context we get becomes even greater and nuanced, which gives an overall better experience but also fuels the operational model. 

Who do you think you're going to replace most often: DIY stuff + Google Docs, Zapier work flows(?), law firms on retainer, or generic doc-automation tools? 

We don’t look at it like that. We believe large parts of the backoffice will become more and more invisible and the way we use these tools will simply be a thing of the past. If a system is fully agentic and can be instructed as easily as asking a colleague, what do you need all these apps for, outside of some general observability and visualisation?

One leadership lesson from the Royal Life Guards you still use at your startups?

Embrace the suck.