Bottom Line Up Front
If you have thirty seconds, these are the five things to know.
Two founders
ADUscale has two founders: Berl Goldenstein and Yaro Korets. Both names appear on the company filings; both signed off on every part of the methodology, the pricing, and the commitments below.
Berl — 30+ years in construction
Development and construction across Israel, Ukraine, and the United States. Currently operating between Los Angeles and Ukraine. The construction-reality side of ADUscale.
Yaro — 20+ years in technology
Twenty years in product and operations, five years inside Berl's Los Angeles construction operation before the two of them launched ADUscale together. Based in Los Angeles. CEO of ADUscale, Inc.
Sister brand: InspectPilot
ADUscale and InspectPilot (the inspection-data product) were built by the same team in the same period, from the same observation: the residential construction process is a black box for homeowners and a stack of repetitive paperwork for contractors.
Chose the harder model on purpose
ADUscale's business model was deliberately chosen against the higher-revenue alternative (a lead-farm marketplace). The founders are clear about this in writing — we say so on this page, and we explain why.
How ADUscale Got to Its Current Shape
This section exists because it would be dishonest to leave it out. Anyone researching ADUscale will find earlier press releases that describe the company differently. Here is what actually happened.
ADUscale began operating
Berl Goldenstein as founder, Yaro Korets as operating partner. The first version was a design-build adjacent service — built around the construction operation Berl already ran and the product thinking Yaro brought from twenty years in technology. (The legal entity was incorporated in Delaware in November 2025; California Foreign Entity registration is on record at the BBB profile dated December 10, 2025.)
Publicly announced as a marketplace platform
ADUscale was publicly announced as a platform connecting homeowners and contractors. The intent was a curated marketplace.
The founders made the call to step back from the marketplace model
The reason is simple, and worth stating directly. A lead-farm marketplace — the model where homeowner contact information is captured through advertising, then sold or assigned to contractors who pay for placement — is a more profitable business than independent representation. Faster cash, lower service obligations, larger addressable market. The math favors it. It does not favor the homeowner. It produces the exact dynamic the founders had spent years watching from inside the construction industry: a homeowner who feels marketed-to, contractors who compete on lead price rather than build quality, and no one in the chain whose only job is to look out for the person paying the bill.
Launched the free Reality Check tool
It was the first product built under the new positioning. Reality Check gives homeowners feasibility answers without collecting an email or routing them to a contractor.
Full ADUscale build-side service structured and published
The four-stage Decide → Verify → Protect → Build method, the six-source contractor verification framework, the Verified Milestone Payouts payment structure. No extra cost to you — same price as going direct. Payments release only when inspections pass. That is the company today.
Berl Goldenstein
Berl has spent more than thirty years in development and construction. The work has run across Israel, Ukraine, and Los Angeles. Three different regulatory systems, three different labor markets, three different versions of the same underlying job. He continues to run construction work between Los Angeles and Ukraine today.
Across all three regions, the same thing turned out to be true. Construction is not a hard technical problem. The hard problem is communication and information asymmetry. It runs between the contractor and the homeowner, between the inspector and the contractor, between the lender and the schedule, between yesterday's promise and today's invoice. The actual concrete-pouring and framing and rough-in is the simpler half.
Berl's view, repeated to anyone who works with him for more than a week: the failure modes that destroy residential construction projects are almost never the structural ones. They are the paperwork ones. A missed correction on a plan-check submittal. A sub who didn't get paid. An inspection scheduled before the work was ready. A change order that wasn't priced before the work was done. Each one is recoverable on its own. Stacked, they sink the project.
That observation shaped two products. The contractor-side answer became InspectPilot, the inspection-tracking software ADUscale's sister brand operates. Its dataset now spans 11 million inspection records going back to 2013. The homeowner-side answer became ADUscale. Both were built in the same window. Both came from the same diagnosis.
In ADUscale today, Berl owns the construction reality side: the verification framework, the inspection-data interpretation, the contractor-market read, the on-site milestone confirmation. He is the technical authority who knows what failure modes look like before they look like anything.
Yaro Korets
Yaro spent twenty years in technology before he spent any time in construction. The work spanned product, operations, and what he calls "ecosystems where business, technology, and culture meet." It is the kind of phrase that means almost nothing in isolation and quite a lot once you have lived through enough product launches to know that the hard part is rarely the code.
Five years ago he joined Berl's construction operation in Los Angeles. The two had known each other for years. The intent was simple: bring software-grade process and product thinking to a construction operation that was running on Berl's three decades of judgment but still using the industry's default tooling. Phone calls, spreadsheets, email threads, paper plans.
What Yaro saw inside the operation surprised him. The contractor side of construction is not under-tooled because the contractors are uninterested. It is under-tooled because every existing product is built to extract from the contractor. Payment processing fees, lead-purchase fees, advertising fees — none of them actually make the work go faster. The same is true on the homeowner side. Every product in the homeowner's path is selling them something, with the partial exception of the city itself, whose website is impenetrable.
That gap between "software exists for this industry" and "software helps the actual people in this industry" is what Yaro now spends his time on. The two products — InspectPilot for contractors, ADUscale for homeowners — are the answer in two halves.
Yaro is the CEO of ADUscale, Inc. He works out of Los Angeles.
How We Work Together
The division is clean and was clean from the start.
Berl owns construction reality
The verification framework, the inspection-data interpretation, the on-site milestone confirmation, the contractor-market read, the change-order pattern recognition.
Yaro owns the homeowner side
The product, the platform, the company, the writing, the communication, the trust architecture.
Why We Chose the Harder Business Model
We will say this plainly. A lead-farm marketplace makes more money than a build-side ADU advisory does. We know because we have run the numbers. We know because that is the model we initially launched in July 2025, and the model we walked away from later that year.
Capture homeowner contact information through paid advertising. Sell that information, or assign it as a lead, to contractors who have paid for placement on the platform. Repeat. The cost of serving each homeowner is near-zero after the lead handoff. The contractors absorb the service obligation. The marketplace captures the spread.
We work on the build side at the same price as going direct — no extra cost to the homeowner. We do real work: six-source verification on every contractor, on-site milestone confirmation, paperwork review, change-order review. The addressable market is smaller, because not every homeowner wants a build-side partner. And we sometimes tell homeowners not to build, which closes the engagement early.
We chose the second model because it is the model the homeowner actually needs. We are clear-eyed that this is a longer, slower, narrower business. We are clear-eyed that some homeowners will not understand why we cost what we cost. Others will not understand why the contractor down the street offers a "free" consultation that we charge $199 for. Those are conversations we are prepared to have.
We get paid less per homeowner. The work we do is harder to scale. The trust we build is the asset.
What We Will and Will Not Do
These are commitments in the first person, written by both founders.
We work on the build side at the same price as going direct — no extra cost to the homeowner. Payments release only when inspections pass. We don't hold your money. That is how the company operates today and how we account for it.
No extra cost to you — same price as going direct, regardless of whether the project is $200K or $400K.
We will not custody homeowner funds. The Stripe Connect rail is held by Stripe under Stripe's money-transmitter framework. The Licensed Escrow Partner rail is held by a third-party DFPI-licensed escrow agent. ADUscale is not in the middle of either.
ADUscale will not hold a contractor license. The build-side ADU advisory role is structurally separate from the construction role, and the company is set up to keep it that way.
We will not promise outcomes we do not control. We guarantee our effort and our honesty.
We will say "don't build" when the analysis points there. We will say it at the Reality Check stage, before any deeper money moves.
We will publish our methodology, our pricing, and our verification framework openly. If something changes, we will date the change.
In Our Own Words
"The structural failures are rare. The communication failures are common. Most projects that end badly did not end badly because someone could not pour concrete. They ended badly because no one was watching the paperwork closely enough, early enough."
"We had a faster business. We had data showing the faster business worked. We could have kept running it. We did not, because we built it for the homeowner, and the homeowner does not benefit from being a lead. The slower business is the one we will be proud of in ten years."