a problem with an owner
a clear commercial or operational need and someone responsible for making progress.
corporate partnerships
help a useful idea reach
the people who need it
you understand a customer group, an operating environment or a recurring problem. that understanding can be the starting point for a business with real demand.
what a strong partnership brings
a problem. an owner.
a path beyond the pilot.
access that can be used
customers, users or a pilot environment where the proposed solution can be tested appropriately.
resources for a milestone
the people, time and budget required for a useful test, with a clear approval route.
a path beyond the pilot
how a successful result could become continuing adoption or distribution. define the decision before the work begins.
where we focus
shared interests.
practical collaboration.
our venture builder and investment firm share the same seven areas of interest. the stage changes the evidence we need and the contribution the business requires.
explore our shared areas ↗a partnership can help validate a new venture, test a product with users or build a distribution channel. the immediate result should be evidence that supports a decision.
before we begin
agree what should change
define the baseline, intended improvement and evidence of success. agree who owns the result and what happens next.
responsibilities, budget, procurement, data use and intellectual property are addressed before delivery begins. any investment proposal is considered separately.
before we begin
a few practical questions
what should a corporate partner bring?
an owned problem, a named sponsor and a practical route to the people who experience it. describe the resources, permissions and decision process that could make a pilot possible.
how do we avoid a pilot without a next step?
agree the baseline, intended outcome, measurement period and decision owner before starting. establish who can approve adoption and what evidence would justify the next commitment.
what must be agreed before work?
the work, responsibilities, resources, procurement route, access to information and users, intellectual-property terms and exit or continuation decision. any investment decision remains separate.
what happens next
a small first step
- introduce — share the essentials and an optional pitch deck if you have a company. short, specific answers are enough.
- explore the fit — a person considers the purpose, stage and evidence, then identifies what else is needed.
- agree the next step — where there is potential to work together, discuss a conversation, assessment or defined milestone.
an introduction commits neither side to a partnership or investment.
how we review opportunities ↗