Interview with William Marchand – President of Webisoft

Who you are

1. Tell us who you are and what you do.

I’m William Marchand, President of Webisoft. My job is to connect vision with execution: I work with clients, partners, and our engineering team to turn complex technology ideas into real products. A big part of my role is helping companies make the right technical decisions early, especially when they are building in AI, blockchain, Web3, SaaS, or enterprise software.

At this stage, I’m not only running a software company; I’m building a product and innovation studio that helps ambitious companies move faster without cutting corners.

2. What does your company do, and who does it serve? 

Webisoft is a North American software development and digital innovation company. We build custom technology products: web and mobile apps, SaaS platforms, enterprise software, blockchain systems, smart contracts, AI integrations, and Web3 infrastructure.

We serve startups that need to get from idea to MVP, enterprises that need custom systems or modernization, and Web3 companies building protocols, smart contracts, DeFi products, tokenization platforms, or new blockchain experiences.

3. How big is the operation today — team size, markets, scope? 

We’re a focused, senior technical team with operations anchored in Montreal and a presence in Miami. Our scope is North American, but our clients and projects are not limited by geography.

We work on everything from early-stage product builds to enterprise-grade platforms and blockchain infrastructure. The common thread is complexity: clients usually come to us when they need a team that can think through the product, the architecture, the security, and the business model at the same time.

How you got here 

4. What were you doing before this, and what made you make the leap?  

Before Webisoft became what it is today, I was deep in software engineering and product building. I always liked the technical side, but I was also drawn to the business side: why some products work, why some fail, and how technology can create real leverage for a company.

The leap happened because I saw a gap. A lot of companies had ideas, capital, or market access, but they didn’t have the technical team to execute properly. On the other side, a lot of software agencies could write code, but they didn’t think deeply enough about product, scalability, security, or long-term value. Webisoft was built to sit in that gap.

5. What’s the hardest thing you had to figure out in the first year? 

The hardest thing was learning that building software and building a company are two very different things.

In the beginning, you think the challenge is delivery: write good code, ship good products, make clients happy. But the real challenge is building a system that can do that repeatedly. Hiring, cash flow, client expectations, project scoping, quality control, sales, culture: all of that hits you at the same time.

The biggest lesson was that talent alone is not enough. You need process, standards, and the discipline to say no to the wrong work.

6. Was there a moment where the whole thing nearly fell apart? What happened? 

Yes. Any founder who says otherwise is probably leaving out the real story.

There were moments where cash flow was tight, where projects became more complex than expected, where the team was stretched, and where I had to make decisions with incomplete information. In services, one bad project can affect morale, margin, and momentum all at once.

What kept us alive was being honest quickly. When something was not working, we didn’t hide from it. We got closer to the client, got closer to the team, and fixed the root problem. Those moments forced us to become more selective, more structured, and more serious about the kind of company we wanted to build.

What makes you different 

7. Why does your company win deals — what do clients come to you for that they can’t easily find elsewhere?

We win because we combine senior engineering with product judgment.

A lot of firms can provide developers. Fewer can challenge the idea, design the architecture, understand the business model, and still execute at a high technical level. Clients come to us when the product is technically complex, when security matters, when the timeline is aggressive, or when they need people who can operate between strategy and execution.

In blockchain and AI especially, the difference between a demo and a real product is massive. That’s where we tend to win.

8. Who do you consider your real competition, and how do you stay ahead of them?

Our competition is not just other agencies. It’s internal teams, offshore development shops, venture studios, consultancies, and sometimes the client deciding to delay the project entirely.

We stay ahead by focusing on areas where average execution is not enough: blockchain, AI, product development, enterprise systems, and complex integrations. We also stay close to new technology before it becomes mainstream.

The advantage is not just knowing the tools. It’s knowing when to use them, when not to use them, and how to turn them into something reliable.

9. What’s a decision you made that most people in your position wouldn’t have?

I chose to keep Webisoft technical and specialized instead of turning it into a generic agency.

It would have been easier to chase every type of project and scale headcount as fast as possible. But that usually creates a weaker company. We made a different choice: stay close to complex technology, invest in senior people, build internal products, and take on work where our expertise actually matters.

That decision probably slowed down some short-term growth, but it made the company stronger.

Where you’re going 

10. What’s the biggest bet you’re making right now? 

The biggest bet is that AI will change how software and blockchain products are built, not by replacing engineers entirely, but by compressing the distance between idea and execution.

That’s one reason Webisoft launched Web3Fast, an AI-powered platform designed to simplify blockchain application development. It is a no-code and low-code blockchain platform with AI guidance, smart contract templates, wallet integration, and one-click deployment across chains like Ethereum, Polygon, and Solana.

Our bet is that the next wave of builders will not all be technical founders. They will be operators, creators, enterprises, and communities with strong ideas. The companies that make complex technology accessible will win.

11. What does success look like for you in the next three years — concretely?

Success means three things.

First, Webisoft becomes one of the most trusted AI and blockchain product studios in North America.

Second, we scale our own products, especially tools that make Web3 and AI development faster, safer, and more accessible.

Third, we build a company that can grow without losing quality. More revenue is good, but only if the work stays strong, the team stays sharp, and clients continue to see us as a strategic partner rather than just a vendor.

Concretely, I want more recurring product revenue, deeper enterprise partnerships, stronger presence in the U.S., and a portfolio of internal products that can stand on their own.

12. What’s a shift happening in your industry that most people aren’t taking seriously enough yet? 

Most people still underestimate how much AI will change the software development process itself.

They talk about AI features inside products, but the bigger shift is how products are conceived, prototyped, tested, deployed, and maintained. The cost of experimentation is dropping. That means companies will build faster, but it also means bad products will flood the market faster.

The winners will be the teams that combine AI speed with engineering discipline, security, architecture, and taste. Speed alone will not be enough.

The person behind the title 

13. What drives you — beyond building a successful business?

I’m driven by the idea of building things that outlast the moment.

Money and growth matter, but they’re not enough on their own. I like creating something from nothing: a company, a product, a team, a system that people rely on. I’m also driven by seeing people around me grow: engineers becoming leaders, clients turning ideas into companies, and the team taking on bigger challenges than they thought they could.

At the core, I like progress. I like momentum. I like proving that something difficult can be done.

14. What’s the hardest part of the job that never shows up in press releases?

The emotional weight of decision-making.

Press releases talk about launches, partnerships, and growth. They don’t show the nights where you’re deciding whether to hire, fire, pivot, invest, walk away from a deal, or take a risk that could affect everyone around you.

As a founder, you absorb a lot of uncertainty so the team can keep moving. That part is invisible, but it’s one of the hardest parts of the job.

15. What’s one thing you’d tell someone who wants to be where you are? 

Don’t romanticize entrepreneurship. It’s not about the title. It’s about responsibility.

You need to be willing to sell, build, hire, manage, disappoint people, recover from mistakes, and keep going when nobody is clapping. The best advice I can give is: become useful first. Build real skills. Solve real problems. Learn how money works. Learn how people work. Then build something with enough substance that clients, employees, and partners can trust you with real stakes.