Approach
Most ideas should not become companies.
Our job is not to maximise the number of ventures launched. It is to identify the few problems where a new category of company can create disproportionate value.
Venture Filters
Seven tests applied before capital, team or code.
Structural Problem
Is the problem persistent rather than temporary?
Economic Consequence
Does poor decision-making create measurable cost, risk or delay?
Decision Infrastructure Gap
Is the solution large enough to become a platform rather than a feature?
Technical Defensibility
Can the venture develop proprietary methods, data, workflow integration or institutional advantage?
Buyer Urgency
Is there a clearly identifiable economic buyer?
Scalability
Can the architecture expand beyond the first use case?
Category Potential
Does solving the problem create the basis for a new infrastructure category rather than simply another product feature?
Kill Discipline
The studio should kill weak ventures early.
Wilfred Group may investigate many problems, incubate a smaller number and launch only those that demonstrate credible technical, commercial and institutional advantage.
This funnel describes Wilfred Group’s selection philosophy. It is not a record of historical performance.
- Problems Investigated01
- Venture Theses02
- Incubation03
- Company Formation04
- Independent Scale05