01
Stage 1
Map the opportunity
We start with a structural change, a repeated constraint or a capability already visible inside the Capvise ecosystem.
Primary output · Opportunity mapHow we build
Create the company. Prove the mandate. Connect the platform.
Foundry combines company architecture with the practical capabilities already present across Capvise Group. The result is a venture that can launch faster without becoming an indistinct group department.
Shared capability is leverage. A clear company boundary is discipline.02
Stage 2
Write the venture thesis
We define the customer, market wedge, operating model, relationship to the group and the evidence required before expansion.
Primary output · Venture architecture03
Stage 3
Build the company surface
The first product, brand, narrative, website, workflows and commercial offer are built as one coherent company, not as disconnected launch assets.
Primary output · Launch-ready company04
Stage 4
Create operating proof
We use pilots, programmes, content, research, partnerships or live delivery to show that the company can perform its promise.
Primary output · Evidence record05
Stage 5
Establish the mandate
Each venture receives a distinct role, leadership path, economics and public identity while retaining access to the group platform.
Primary output · Independent operating mandate06
Stage 6
Compound across the group
Useful capabilities move between ventures, carrying research into products, events into market access and media into distribution without confusing company boundaries.
Primary output · Portfolio leverageDecision gates
A new logo is not a new company.
A venture earns a place in the portfolio only when its role is distinct, its operating model is legible and there is a credible path from promise to proof.
Gate AIs there a precise problem or capability worth organising around?↗
Gate BWhy should this be a company rather than a service line or campaign?↗
Gate CWhat can be built and shown before broad claims are made?↗
Gate DWhich Capvise capabilities create a real starting advantage?↗
Gate ECan the venture own a distinct mandate and economics?↗
The Foundry platform
Capabilities already visible across the group can be assembled around the next venture.
01Venture thesis and architecture
02Product, brand and web creation
03Research and engineering
04Market access and partnerships
05Events and activations
06Media and owned distribution
07Growth and business development
08Creator business operations
09Founder incubation
10Shared operating infrastructure
The new company should benefit from the group without becoming impossible to understand outside it. The Foundry makes both the leverage and the boundaries explicit.
Non-negotiables
The portfolio is the proof
Claims about company creation should point to real ventures, public products, operating records and work already visible across Capvise Group.
One group, distinct mandates
Each venture should be clear about what it owns, what it delivers and how it relates to the Foundry and the wider group.
Proof can transfer
A capability demonstrated in one venture can strengthen another when the relationship is disclosed and the evidence remains specific.
Hierarchy should be legible
Products such as Marka sit under the venture that built them. The group, venture and product layers should never compete for the same story.
Bring the missing piece