Why we co-build instead of just investing
Capital is a commodity. The real leverage in early-stage company building is judgment, execution, and the willingness to be in the room when it's hard.
By Vahid Shirazi
Most early-stage investors optimize for ownership. We optimize for outcomes.
The gap capital can't close
A wire transfer doesn't ship a product, hire a first engineer, or rewrite a go-to-market motion that isn't working. In the earliest stages, the difference between companies that compound and companies that stall is rarely the size of the round. It's the quality of the decisions made every week.
That's where we focus.
What co-building looks like
- Product and technology: we get into the details of what to build and what to cut.
- Talent: we help recruit the first critical hires, often from our own network.
- Go-to-market: we pressure-test pricing, positioning, and the first ten customers.
- Operating infrastructure: shared tools and lessons across the group so no founder solves a solved problem twice.
Compounding across the group
Every company we back makes the next one stronger. A lesson learned in one portfolio company becomes a playbook for another. Over time, that shared experience becomes a durable advantage that no single team could build alone.
We're not passive. We're co-founders who happen to write the first check.
Building something in this space?
We back early-stage founders applying AI to e-commerce and agriculture.
Pitch us