A programme that outlives
the people who start it.
Most corporate venture efforts are one motivated executive and a spreadsheet. When that person moves on, the pipeline goes with them. Institutional programmes need to be built differently — on a record, not on a person.
Groups that others build on top of.
If a generation of companies integrates with you, resells you or sells into your customers, you already have an ecosystem producing equity value. The only question is whether any of it accrues to you.
The pipeline should not leave with the hire.
Every group has lost a corporate venture effort to a departure. The relationships, the context, the half-finished conversations and the reasoning all lived in one person's head and one person's inbox. That is a structural flaw, not bad luck.
- One record of truth. Every mandate, position, conversation and decision in one place your organisation owns.
- Context survives handover. A successor inherits a complete history rather than a reconstruction.
- Reasoning is preserved. Why a position was taken remains readable long after the people who took it have moved on.
- Coverage does not pause. A vacancy no longer means a quarter of lost origination.
Fits the identity estate you already run.
A new system that needs its own user list becomes a liability the day someone leaves. Access here follows the processes your IT function already operates.
Single sign-on
Sign in through the identity you already issue, so access follows your existing onboarding and offboarding.
Scoped roles
Viewing, operating and approving are distinct capabilities, granted deliberately rather than inherited.
Separated administration
Platform administration is its own restricted surface, never reachable from the everyday product.
Your session policy
Session lifetime and re-authentication behaviour follow operator settings, not ours.
Divisions run their own mandates. The group sees everything.
Large groups are not one venture programme — they are eight, in different divisions, with different priorities. The structure supports that without giving up a consolidated view.
Mandates per division
Each division defines its own territory, thresholds and instrument preferences.
Shared territories
Divisions can cover the same category deliberately, so the group can assemble a position across a sector rather than one division at a time.
Local decisions
Approval authority sits where the business judgement sits, within limits the group sets.
Group consolidation
Every position across every division rolls up into one portfolio view for the centre.
Answers ready before the question is asked.
Board and committee questions about a venture programme are always the same four. Having the answers continuously available, rather than assembled under deadline, changes the relationship entirely.
What do we hold?
Every position, its instrument, its stage and its tracked value — current, not as of last quarter.
What did we decline?
The positions you passed on and why, which is often the more instructive half of the record.
What has it cost?
Consumption against every ceiling, visible without a reporting exercise.
Who decided what?
Named approvals with timestamps and reasoning, readable directly by audit.
Weeks, not a transformation programme.
There is no data migration, no integration project and no six-month configuration phase. The first mandate can be live the day access is granted.
No migration
Nothing to import before you get value. Existing positions can be recorded as you go.
Start with one mandate
Prove the motion on a single territory, then widen coverage once the committee is comfortable.
Widen when ready
Additional mandates come online without disturbing anything already running.
Reorganisations should not reset your pipeline.
Groups restructure. Divisions merge. Leadership changes. A programme that only works under one org chart is not an institutional capability.
Reassignable mandates
A mandate moves to a new owner with its full history intact, not as a fresh start.
Pause without loss
A programme can be paused through a transition and resumed exactly where it stopped.
Exportable record
Your complete pipeline exports cleanly, so continuity never depends on a vendor relationship.
Stable controls
Limits and approval requirements persist through reorganisation rather than needing to be re-established.
What institutional means
Representative perspectives from group-level functions.
Our last venture effort ended when the person running it left. Two years of relationships went with them. We were not going to start another one that worked that way.
Three divisions wanted their own programme and the centre wanted one view. Being able to have both without a reporting layer we had to build was the deciding factor.
What our board wanted was not more upside. It was knowing exactly what we held, what we had declined and who had decided. That is a reporting problem before it is an investing one.
Perspectives are representative of the functions served and are not attributed to named individuals or clients.
Enterprise questions
What group functions ask before committing.
Can different divisions run independently?
Yes. Each division defines its own mandate with its own thresholds, and divisions may cover the same category — and the same company — where a group-wide roll-up is the aim. Two divisions landing in one company produce two tranches of a single group holding, not a conflict. The centre retains a consolidated view, so everything held in a sector reads as one position no matter which division sourced it.
Does it work with our single sign-on?
Yes. Access follows the identity you already issue, so your existing joiner and leaver processes govern who can reach the platform.
What happens when the person running it leaves?
Nothing is lost. The mandate, its positions, every conversation and the full decision history live in the record and transfer to a new owner intact.
How long until we are live?
A first mandate can be live the day access is granted. There is no migration, no integration project and no configuration phase to get through first.
Can we get everything out if we stop?
Yes. Your complete record — positions, terms, conversations and decisions — exports cleanly on request.
Build it as an institution, not an initiative.
A corporate venture programme with a record that survives people, controls your board can sign off on, and coverage that does not pause.