A desk
Somewhere to work
An office and everything in it. In your first year you should not be negotiating a lease.
I · Capital
Money thatwaits for you.
We invest our own capital. There is no fund clock and no committee to persuade, and nobody else decides when your company has to be finished.
Four commitments
Specific enoughto hold us to.
Written down, because our founder once moved his family on an assurance that was not one. His story.
01
We look for revenue.
You should already be selling something to someone. We need evidence that a customer will pay, not a pitch about who might.
02
We come in first.
We want to be the first institutional investor on your register. That is when help changes the outcome most.
03
We take a real stake.
A meaningful position, not a token one. If we are giving you this much of our time, we should be properly aligned with you.
04
We stay close.
We attend our board seats, and we give you an operating team you can call. The portfolio is small on purpose.
A founder’s first year disappears into leases, payroll, filings and law. We take all of it, so you can build the thing only you can build.
A team
People on the ground
Operations staff, so you are not also your own finance team and office manager.
The books
Accounts and law
Handled centrally, not billed by the hour to a company that cannot yet afford it.
The doors
Introductions
Direct access to decision-makers at large companies. The meeting itself, not a name in a spreadsheet.
The board
A board that turns up
Governance from people who have operated a company, not only invested in one.
The first hundred days
What the first ringlooks like.
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Day one
Keys and a desk
A place to work, a person to call, and your accounts, bank and company records taken off your list.
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Week one
The machinery
Our engineers set up mail, workspace, cloud and security with your team. Every account is in your company’s name.
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Month one
The first doors
Introductions to the enterprise buyers who matter to you, made by people who know them.
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Day ninety
The first board
A written review: what changed, what did not, what we got wrong. Then the plan for the next ring.
Before you write
We are the wrong investorfor plenty of good companies.
If you have no revenue yet
A pre-revenue company can be excellent and still not be one we can judge.
If you only want capital
If you would rather have money and space, a larger fund will serve you better. We will tell you so.
If the round is crowded
We prefer to be first. Our help makes the least difference when we are coming in beside four others.