Last month, Katherine Homuth left SRTX, the company she founded in 2017 known for its rip-resistant Sheertex tights. During her tenure, Ms. Homuth became one of Canada’s best-known women entrepreneurs and turned Sheertex into a popular brand, but faced a series of challenges including finding sufficient growth capital.

On Tuesday, SRTX partially closed on US$40-million in financing, and Ms. Homuth announced her new venture, Oomira, which plans to build a “decision modeling system” that helps organizations incorporate memories about their people, decisions, relationships, metrics, deals and failures to inform future decisions.

She answered questions from The Globe and Mail‘s Sean Silcoff by e-mail Tuesday. The following has been slightly edited and condensed.

How are you doing?

I feel like a person slowly coming back to life. For so many years, I was running on adrenalin, navigating constant crises and a strategic minefield, without ever coming up for air. Stepping away from that environment has been transformative. I’m sleeping better. I’ve been able to reduce my anxiety meds. I’m enjoying the things I used to enjoy. I’m moving my body again, not just my calendar.

What can you say about leaving SRTX, and how you feel about your legacy and the state of the company?

I wouldn’t characterize leaving as my decision, but it was the path that became necessary for the company to remain fundable. I believe there were scenarios in which I could have stayed, but they likely would have required operating under conditions I couldn’t reconcile with the level of contribution I had made, or with the degree of control I felt was necessary to lead effectively. I’ve made peace with the fact that I won’t be the one steering Sheertex forward. If nothing else, I’m a customer for life, I’m literally wearing Sheertex tights right now.

Have you incorporated your new company yet?

I’m working with [law firm] Osler on this right now. I’ve developed what I’ve called a “Founder Constitution,” which will be the basis for all the incorporation documents, shareholder agreements and my employment agreement. My plan is to publish these docs so that any founder can use them and avoid the same mistakes I made. Stay tuned, still in the works.

Where did the name “Oomira” come from?

Oomira is loosely inspired by the word “mirror.” At its core, the product is about reflection, capturing what actually happened, structuring it clearly, and making it accessible so people and companies can learn from it, build on it, or even simulate what might come next. The name is intentionally abstract, designed to grow with the platform as it evolves from archival tool to memory layer to simulation engine.

Have you hired anyone?

Right now, it’s just me, assembling a tight crew of specialized contractors. No full-time hires yet. The goal is to stay lean, focused and insanely execution-oriented until revenue becomes predictable enough to justify head count. Until the engine starts to scale itself, I’m assembling the best people for the job, piece by piece; contract-first, talent-dense, no overhead for overhead’s sake.

Do you intend to raise venture capital to fund Oomira?

I’m not planning to raise money any time soon. This time, I’m doing it differently. I’m using early customer revenue to fund the build. It keeps the vision clean, the incentives aligned and the pressure exactly where it should be: on building something people actually need. When the time’s right, and the engine proves itself, I’ll raise, but on my terms.

What have you done so far in advancing the company, and what’s next?

The idea for Oomira started taking shape in my head last August, and since stepping away from Sheertex, I’ve been focused on bringing it to life. The long-term vision is to become the memory layer for people and companies; something structured, queryable and eventually predictive. But the path forward starts with depth, not scale.

I’m starting with the foundation: defining the architecture, the schema, visual language and the ingestion engine that powers the system. That groundwork is still in the works, and I plan to begin working with a small number of archival customers starting in June to do the first heavy lift implementations. I already have a couple of customers on the waitlist for that. The goal is to use those hands-on engagements to shape the product with a self-serve beta launching this fall. Those early engagements will help refine what gets automated and how the product evolves.

My goal is to have the self-service version of Oomira enter private beta testing in the fall. In the meantime, the focus is on learning from real use cases and making sure we’re building something that actually works, before we scale it.

The company is remote for now. It gives me the flexibility to move fast, pull in the right people and stay focused on the build. But within the year, I expect to set up in Toronto. It’s the place I consider home, it’s got the depth of talent and customers I need, and frankly, I think it’s overdue for a company building something this ambitious.