We Exist.
Deliberately.
Actually Corp was founded on a belief. We have not fully articulated the belief yet, but we feel strongly that it exists and that it is correct. This page is our attempt to describe it. We consider this page a work in progress. We have considered it a work in progress for four years.
It Started With a Thought.
The Retreat
Our founder — who has asked to remain anonymous, which we find unusual given that they founded the company and their name is on the incorporation documents — attended a 10-day silent retreat in a location they describe only as "somewhere with good light." On day seven, they had a thought. They have described this thought as "clarifying," "significant," and "the kind of thing you can't un-think." They have not shared the thought with anyone, including their co-founder, their therapist, or the Actually Corp legal team, who have asked twice.
The Founding
Upon returning from the retreat, our anonymous founder incorporated Actually Corp within 72 hours. They chose the name because they felt it conveyed "a sense of arrival." The business plan was a single page. The single page contained one sentence. The sentence was: "We will do this, actually." The investors found this compelling. We also found this compelling. We are still not sure what "this" refers to. We have not asked the founder. They prefer not to say.
The Pivot
In 2020, Actually Corp pivoted. We had not yet launched, so technically this was a pre-launch pivot, which our team described as "proactive strategic repositioning." We pivoted from what we were doing to something adjacent to what we were doing. The adjacency has never been fully mapped. We have a consultant working on the map. The consultant has also pivoted.
The Development Phase
For three years, Actually Corp was in what we call the Development Phase. During this time, we developed our values, our brand, our product philosophy, and a very strong internal culture. We did not develop any products. We developed the feeling of products, which our team unanimously agreed was more important. One team member did not agree unanimously. That team member is no longer with us. We wish them well.
The Launch
Actually Corp launched in 2025. The launch was described by our PR team as "quiet by design." It was quiet. We are not certain it was by design. We received coverage in two publications, one of which we founded. We consider this a strong start. We are building on this momentum. The momentum is also quiet.
Six Values. All of Them Important.
We considered having five values. We considered having eight. We landed on six. We are not explaining why six. Six felt right. We trust the six.
Radical Transparency
Actually Corp believes in total transparency, which is why we share everything we are comfortable sharing, in the order we choose to share it, at a time of our choosing. We have nothing to hide. We are choosing not to show it.
Human-Centered Everything
Every decision at Actually Corp begins and ends with the human. Specifically, with one human — our Chief Human Officer, Derek. Derek has strong opinions. We have not always agreed with Derek. Derek has always won.
Sustainable Ambiguity
We are committed to ambiguity that lasts. Not the cheap, throwaway ambiguity of lesser brands — but a deep, structural vagueness that can be passed down to future generations of Actually Corp employees, both of whom are currently in onboarding.
Disruptive Stillness
While other companies move fast and break things, Actually Corp moves at a pace we describe as "considered." We have broken nothing. We have also shipped nothing. We find these facts to be related and also fine.
Authentic Inauthenticity
We do not pretend to be something we are not. We are, however, still determining what we are. In the interim, we present ourselves with the confidence of a company that has fully determined this. We feel the distinction is important.
Outcome-Adjacent Thinking
Results are a destination. Actually Corp is interested in the journey, the feelings about the journey, the debrief after the journey, and the 90-day retrospective on the debrief. We will get to results. We have not scheduled that yet.
The People Behind Actually Corp.
Three people. All anonymous, by their own request, which we find unusual but have chosen to respect. A shared commitment to the direction, if not always the destination, and apparently not their names.
Anonymous
Founder, Chief Actually Officer
Our founder has asked to remain anonymous. We have explained that they are the founder of a company with a public website. They have said they understand and would still prefer to remain anonymous. We have respected this. We have also noted that their name appears on the LLC filing, which is a public document. They have said they are aware. We have moved on.
Anonymous
Co-Founder, Chief Intention Officer
Our co-founder also wishes to remain anonymous. This was their own decision, made independently of the founder, which we find either a remarkable coincidence or evidence of a very strong internal culture. They oversee all intentional activities at Actually Corp, a portfolio they describe as "everything" and the founder describes as "most things." They are aligned on the direction. They are not aligned on the scope.
Anonymous
Chief Human Officer
Our Chief Human Officer has also requested anonymity. At this point we have stopped questioning it. They have strong opinions about candles, water, and the correct weight of a tote bag. They have been right about the tote bag. We are still evaluating the candles. They have asked us to note that they were also right about the candles. We are still evaluating.
We Are Actually Corp.
We Are, In Fact, Fine.
We do not know exactly what Actually Corp will become. We have a vision board. The vision board has several images on it, two of which are directly relevant to the business. The others are aspirational in a way that is hard to explain but easy to feel.
What we do know is this: we are here. We are intentional. We have a candle, a water, a tote, a journal, a supplement that is pending finalization, and a blanket that is sold out. We have a team of three, one of whom is part-time. We have a consultant who has pivoted. We have a thought that has never been shared.
And we have the quiet, unshakeable confidence that all of this — every single part of it — is going to be fine.
Actually.