Founder FAQ

No. We invest from our own balance sheet. There is no fund structure, no LP base, and no fixed horizon. We are not managing toward an exit date and we do not need to deploy on a schedule.

We are technology-led and vertically oriented. Our focus verticals are advanced manufacturing and materials, defence and aerospace, and health and life sciences — plus broader technology where a company is exceptional. These are focus areas, not hard filters: a strong, technology-driven Canadian company outside them is still of interest. What we are not is a generalist fund that will back any business in any sector. The technology and operating fundamentals are the filter, not the sector label.

We prefer companies generating some revenue. Our typical investment is $250,000 to $5 million, roughly late seed through Series B — though the actual business matters more than the stage label.

Fast. If there is a fit, we can have a real conversation within days and a decision within a few weeks. We do not run a months-long pipeline. If there is a fit, we move. If not, we say so.

Both. We lead some investments and co-invest alongside family offices and other patient-capital partners in others. We are comfortable in either position.

We attend board meetings and engage on major decisions. We do not run the business. Between meetings, the level of contact is driven by you. The goal is to be useful when it helps and to stay out of the way when it does not.

The help to scale. Business scaling & M&A expertise — built and sold a billion-dollar business and knows what scaling and a transaction actually look like. Operations & technical assessment — built a regulated operation from scratch and can assess what is really working inside a technical company. Finance & organizational structure — brings CFO-level discipline to structure and planning. Strategic relationships — established connections across Canadian business, government, and industry that can be leveraged when genuinely relevant." Key functional areas covered: Finance (CFO discipline, transaction experience) Operations (scaling, regulated operations, technical assessment) Management (structure, planning, organizational discipline) Business Development (strategic relationships across government, industry, business networks) Sales/Revenue (billion-dollar business growth).

No hard number. A company with $500,000 in revenue, strong unit economics, and a clear path is more interesting than one with $5 million, eroding margins, and no moat. We look at the whole picture.