We build the compute layer
we wish existed.
We started Nodara because the compute market had ossified around two extremes: hyperscalers with hundred-page pricing pages, and budget hosts with 2013-era hardware and 2013-era UX.
We wanted a middle. A cloud company small enough to answer email in an hour, big enough to run its own AS and own its network path. Modern hardware, modest markup, no line-item traps.
Four years in, we're profitable, employee-owned, and running roughly 61,000 vCPU across 32 datacenters. We are deliberately not the biggest — we are trying to be the one that behaves the way you'd expect a hoster to behave.
- humans on the team
- 28
- regions
- 32
- customers, mostly SMB & devs
- 4,100+
- vCPU under management
- 61,240
- of VC capital raised since seed
- $0
How we got here
Founded in Berlin
Kai and Marta left a large European hyperscaler after too many launches got killed for the wrong reasons. First hire: Yusuf, our head of network.
First rack, one PoP
Frankfurt-2 datacenter, colocation with Interxion. 4 racks, EPYC Milan, self-funded from consulting revenue.
$4.2M seed
Led by Sequoia's European partner, with participation from angels who'd previously built Fly.io, Vercel, and DigitalOcean.
Public launch
8 regions on day one. First month: 1,200 signups, 340 paying customers.
22 regions, cash-flow positive
We hit break-even faster than we planned. Reinvested into gen5 NVMe rollout instead of hiring more sales.
32 regions, ~4,100 customers
Where we are now. Next up: Reykjavík (KEF), Osaka (KIX), Lagos (LOS) by end of year.
What we won't compromise on
Ship the honest number
We publish real p95 latency, real median boot time, real overage caps. If a competitor advertises "up to 40 Gbps" we're the ones showing "sustained 9.4 Gbps at 3rd percentile."
Kill the line items
Every fee we can absorb, we absorb. Snapshots free. Bandwidth up to plan cap free. Egress overage capped. Support free. We'd rather be more expensive per hour than surprise you.
Owner-operator forever
We're founder-led, majority-employee-owned, and structured to stay that way. No path to a rushed exit that would force us to compromise on the product.