We work side-by-side with venture teams to validate disruptive concepts, identify early adopters, get the first revenues, and accelerate towards product-market fit.
Year 1 go-to-market planning
Business model development and in-market validation
Make-vs-Stake strategy (temporary partnerships)
In-market proof-of-concept (ie. pilot testing) planning and support
We are human-centered
Each venture we’ve worked on has had bespoke build and execution requirements. The set of assumptions we needed to test looked very different based on the customer insight we were working off of, the level of risk the parent company was willing to take on, and which aspects of the value proposition and business model had been validated already.
We design minimum-viable-experiences
We’ve worked with diverse clients to design custom B2B or B2C minimum-viable-experiences: services that contain the most critical elements of a solution needed to prove that they can acquire and keep paying customers. We pressure test the defensibility and scalability of platform businesses by designing convincing experiences that don’t require any hypothetical leaps on the part of users.
We treat ventures like startups
We advocate for building a minimum-viable-experience, moving fast, minimizing investment, and iterating quickly. But we also honor the unique constraints (and advantages!) of being a corporate venture by forming explicit connections between the venture and the larger business (e.g. how the value/supply-chain of the venture works within that of the larger business).
We built a new-to-the-world athletic apparel company and enabled its acceleration.
How we did it
- Engaging outside legal counsel through our firm to set up operational policies to launch the service, protecting the mother brand from premature association with the venture
- Setting up an e-commerce platform for revenue collection and stand-alone bank account to handle revenues separately from the parental P&L
- Designing and testing unique go-to-market elements including revenue model mechanics and customer acquisition strategies
- Determining and setting qualitative and quantitative KPIs, and designing the data capture mechanisms to capture them, including bespoke customer feedback channels
We built a device-enabled infection prevention service that needed third-party fulfillment capabilities and IP safeguarding.
How we did it.
- Set ideal partner criteria for this specific project, and performed screening and diligence of potential candidates
- Developed a long-list and short-list of third parties, keeping client identity hidden
- Pre-agreement IP round-up and provisional patent filing
- Made a disclosure plan for IP protection
- Advised on deal terms; negotiating directly with the third party in many cases
- Formed the first agreement with the partner (acting as intermediary for the client)
We partnered with a direct-to-consumer apparel venture that lacked explicit evidence confirming the consumer need and desire for the service.
How we did it.
- Rapidly forming and executing a customer engagement and feedback strategy (in less than 2 weeks)
- Identifying quantitative benchmarks and metrics, and qualitative customer insight gathering tactics
- Synthesizing data into evidence that proved the customer needs, validated key business viability assumptions, and exposed additional opportunities to serve
- Leveraging learnings from other ventures within the company’s portfolio
- Creating a compelling story for the corporate committee – a pitch deck, in effect – that made the case for internal venture investment