For corporates with a venture mandate

Build alongside the core.

You have a mandate to build, a market you understand and a management team that must stay on the core business. We take the venture from a problem in your market to an operating company, and report against the objectives you set.

Typical challenges

Where a venture can begin.

  1. 01

    Customers keep asking for something adjacent to what you sell, and nobody inside has the capacity to build it.

  2. 02

    A process your whole industry still runs manually, and you hold the relationships to change it.

  3. 03

    An innovation budget that has produced pilots, decks and workshops, and no business.

  4. 04

    A venture idea that has been approved at board level and stalled at execution.

Why us

What is different here.

  1. 01

    Drawn from your market

    The venture is assessed against a problem your customers already have and an asset you already hold. It is not a trend imported from elsewhere.

  2. 02

    Your management stays on the core

    We ask for an executive sponsor a few hours a week and a product owner once a build begins. Nothing else is taken from the operating business.

  3. 03

    Reported against your objectives

    Targets are agreed before each stage and before launch. Reports are short, written by a founder, and tied to those targets.

  4. 04

    Owned by the corporate

    Fixed fees, IP assigned as produced, no equity. The venture is yours to hold, spin out or integrate.

  5. 05

    Built by engineers, to enterprise standard

    Security, integration with your systems and the region's national services, and documentation for the team that will own it, from the first design.

The difference

Venture building or an innovation programme.

An innovation programme trains people and produces options. A venture build produces a company. Both have their place. If your mandate is measured in a new revenue line rather than in ideas generated, this is the second kind.

How it works

Four stages to an operating company.

01

Assess

Interviews with the corporate's leadership and the managers of its operating units; a written view of the problems worth solving.

02

Validate

A working prototype in front of the customers who have the problem; a written recommendation.

03

Build

An enterprise-standard product in the corporate's own cloud; IP transferred as produced.

04

Operate and transfer

The venture run to first traction, its team recruited, and an operating company handed to the corporate.

How we work in detail

FAQ

Questions from corporates.

Can the venture be spun out later?

Yes. It is built as a standalone business from the start, with its own team and documentation, so the decision to hold, spin out or integrate stays open.

Do you work with our IT and security teams?

Yes, from the first architecture decision. The build runs in your cloud and follows your standards.

Can we start with one stage?

Yes. Each stage is scoped and priced on its own.

Can we run several challenges through assessment at once?

Yes. Assessment produces a prioritised view across the challenges you bring, and validation runs per challenge.