A changing economy.
A wider field of possibility.

Supporting startups since 2009, we back founders at pre-seed, seed, and seed+. Our interest spans the sectors below and other compelling businesses. Alongside capital, we can help with technology and cloud setup, product-development advice, ongoing mentorship, and client introductions, with support tailored to the agreed relationship.

What important customer problem is the team solving, and what would the next milestone demonstrate?

Evidence we would examine

At pre-seed, customer conversations, a clear problem, and early product experiments. At seed, evidence of adoption and customer value. At seed+, signs that delivery, distribution, and revenue can become more repeatable.

What we would challenge

We examine the assumptions still to be tested, the team’s ability to execute, and whether the proposed capital and support match a focused plan. An early idea does not need a mature track record, but it does need a thoughtful path to learning.

Products that turn increasingly capable models into useful, dependable work. We look beyond the demonstration to understand adoption, economics, and the customer’s ability to rely on the result.

Does the product improve a costly, frequent task enough to change how a customer works?

Evidence we would examine

A before-and-after workflow, customer usage, inference and support costs, and a clear approach to errors and human oversight.

What we would challenge

A compelling pilot can hide a weak business. We examine deployment effort, model dependence, and whether customers keep using the product.

The systems that make data accessible, trustworthy, and useful. Our interest spans the infrastructure beneath applications and the tools that help organizations make better decisions.

What important customer activity becomes difficult or impossible without this product?

Evidence we would examine

Integration time, reliability, usage patterns, ownership of data, and the cost of operating at greater scale.

What we would challenge

Technical depth alone is not commercial differentiation. We ask who owns the budget and why an existing platform cannot meet the need.

Software that addresses persistent friction in the way organizations run. We are interested in specific operational needs, from coordination and compliance to customer-facing work.

Is the product becoming part of an essential workflow, or remaining an optional tool?

Evidence we would examine

The buying decision, time to value, recurring usage, customer retention, and the resources needed to serve each account.

What we would challenge

A long feature list can conceal low adoption. We explore switching costs, implementation requirements, and competition for the same budget.

As businesses become more connected, dependable systems matter more. We explore products that help organizations protect information, understand access, and maintain continuity.

Can the customer demonstrate a meaningful improvement in control, reliability, or protection?

Evidence we would examine

The customer’s threat or reliability model, integration requirements, proof of effectiveness, and the accountability behind the product.

What we would challenge

Trust is earned in operation. We look carefully at unproven claims, maintenance obligations, and dependence on third-party systems.

Businesses bringing practical innovation to established industries. Financial services, healthcare, logistics, and industrial operations offer different problems—and require different expertise.

Does the team understand the industry well enough to work within its real constraints?

Evidence we would examine

Domain expertise, a defined buyer, the route to adoption, operating requirements, and a realistic path through industry-specific barriers.

What we would challenge

A broad market can still be difficult to reach. We examine distribution, capital intensity, and dependencies outside the company’s control.

Good businesses do not always fit a familiar category. We remain open to founders and companies with a clear customer need, a thoughtful business model, and an opportunity to build lasting value.

What structural change makes this business possible or more useful now?

Evidence we would examine

Evidence of demand, an explanation of why now, a plausible route to customers, and the next assumption the team needs to test.

What we would challenge

Novelty is not a thesis on its own. We distinguish a new category from a durable customer need.