The case for being unreasonable: Why progress demands a different kind of business

Somewhere along the way, business became synonymous with compliance. With fitting in. With optimizing the same broken systems just a little better than the next person.
But at Begility, we’re not here to adapt.
We’re here to build.
Differently.
Because real progress doesn’t come from being reasonable. It comes from being unreasonable enough to believe there’s a better way and from being bold enough to create it.

Redesigning business from first principles

To be clear, ‘unreasonable’ isn’t about being difficult for the sake of it. It’s about refusing to accept defaults that don’t serve people, purpose, or long-term prosperity.
Reasonable businesses:

• Maximize short-term profit.
• Optimize for shareholder appeasement.
• Play by outdated industrial-era rules.
• Adapt to systems that no longer work.

Begility was created to break that mold.
We believe in long-term investing, human-centred operations and decentralized decision-making not because they’re trendy, but because they align with where the world is going, not where it’s been.
Unreasonable? Maybe.
Necessary? Absolutely.

The problem with reasonableness

The world tells entrepreneurs and investors to be pragmatic. Follow the data. Trust the market. Stick to the script.
But adaptation only gets you so far, especially when the game is rigged, or the system is outdated.
You don’t create lasting value by playing it safe. You create it by questioning the premise.
You don’t build resilient companies by copying what already exists. You build them by designing what should exist.
Progress, by its nature, is unreasonable.
So are we.

What ‘unreasonable’ looks like at Begility

We’ve chosen a path that many would avoid. It’s not easy, but it’s right.

• We build to hold, grow, and compound value for decades.
• We challenge corporate bureaucracy: Our structure is lean, agile, and radically human.
• We prioritize culture over control because thriving people build thriving companies.
• We see consulting as a strategic contribution, not a commercial offering.
• We bet on people before spreadsheets because judgment and trust outperform templates.

That’s our unreasonable truth: that business can be profitable and principled, innovative and grounded, modern and deeply human.

To the unreasonable builders

If you’ve ever felt out of place in the old system, congratulations. You’re not supposed to fit in.
The future doesn’t belong to those who adapt. It belongs to those who design.
To those who don’t like how the table is set and then turn it around.
At Begility, we don’t ask for permission to do our own thing, and we work with partners who see what we see, who are also bold about the future.
Being unreasonable for us, in the sense described above, is an asset, so if you believe you are that kind of unreasonable, join us!