three roles, three starting points
| route | starting point | the central question |
|---|---|---|
| venture building | a problem, early idea or ability to lead a new venture | is there a business worth creating, and what must be tested first? |
| startup support | an existing team with a product or meaningful validation | what is holding progress back, and can focused work change it? |
| series a assessment | an established business making a substantiated growth case | does the evidence justify further capital, on what terms and for which milestones? |
industry labels vary. compare the actual work, people, commitments and terms of any proposed engagement rather than relying on the name alone.
ask what each side contributes
venture building may combine customer discovery, product development, commercial planning and formation of the team. agree who will do the work and who will make the decisions. a presentation about shared ambition is not a substitute for an agreed scope.
startup support begins with a company that already exists. useful support addresses a constraint such as retention, distribution or product priorities. at lab2sky, scope and availability are explored individually; we have not announced a standard cohort, cheque or programme timetable.
venture capital concerns an investment decision and the rights and responsibilities attached to it. our investment firm and series a fund are in development. the website welcomes introductions and does not accept investment subscriptions.
settle the practical questions early
- who is accountable for delivery, and how much time can each person commit?
- what work is included, what is excluded and what counts as progress?
- what fees, equity or capital contributions are proposed?
- who owns existing and newly created intellectual property, and what happens if the engagement ends?
- which decisions need approval, and how will a disagreement be handled?
- is a future investment a separate decision? at lab2sky, it is.
choose the next conversation
if you are still testing whether there is a business, start with venture building. if your existing startup has a clear obstacle to address, explore startup support. if your growth case is supported by operating evidence, read our series a approach.
you can approach the planned investment firm independently of our venture builder. participation in building or support neither guarantees investment nor makes it the only possible next step. a corporate team bringing customer access and an owned problem can start through the partnership route.
these are lab2sky’s working questions and assessment approach. examples are illustrative unless explicitly identified otherwise. how we write our guides