We work with founders who want continuity. We are neither a traditional venture fund nor a passive financial buyer. Our structure assumes long term ownership and operational involvement measured in years rather than cycles.
What we do
We invest in early stage ventures and we acquire established businesses. Early investments typically range from two hundred fifty thousand to two million dollars. We do not require fundraising schedules and we prefer growth funded by revenue when possible because it enforces discipline early.
For acquisitions, we consider profitable businesses with revenues between one million and twenty million dollars. Transactions are structured to preserve continuity and operational involvement.
How we evaluate
Evaluation is operator led and technical. We focus on where judgement lives, how errors are handled, and whether repetition improves competence under real constraints.
A single test guides selection. If the same business were restarted in five years with accumulated knowledge, would the probability of success increase. If not, permanence is unlikely to help.
What we look for
We prefer businesses where the founder discusses edge cases and error handling before market size. Where the primary constraint is competence rather than capital. Where unit economics improve through repetition rather than expansion.
Market size matters once ergodicity is established. Technical depth matters before that. We back founders who understand something difficult that requires years to master and can demonstrate that understanding through work.
Businesses that fit this structure have margins that improve as process is refined. The twentieth customer costs less to serve than the second because judgement has compounded, not because of economies of scale. Quality becomes non negotiable because errors propagate through reuse.
What fits
We work with businesses where fixed investments create durable capability, where reuse improves margins, and where continuity increases defensibility. This includes infrastructure that gains value from operational history and culture that gains value from coherent catalogues.
What does not
We avoid businesses whose survival depends on constant external financing, narrow market windows, or speed as a condition of viability. Speed is not the problem. Dependence on speed is.
Contact
Send a concise note describing what you are building, why repetition improves the typical outcome, and why continuity is a structural advantage in your case.