Unlike scouts, we base our decisions not only on "suitable" return on investment figures but also comprehensively insure the project, considering its ancillary benefits, products, and potential unforeseen impacts. Moreover, we don't abandon projects after the initial investment round. Understanding the need for ongoing support, we pay closer attention to the project search phase.

Trim the unnecessary, assemble a team, create a demo version of the product, conduct battle testing, gather feedback, refine, and repeat the process. It sounds much easier than it is, doesn't it?
Leveraging our experience in integrating into businesses and political projects, we actively utilize the Lean approach. This enables us to swiftly adapt non-working strategies and tactics, continually optimizing teamwork and user experience.
The maximum team size under our management is 1700 in-house personnel.

Good marketing accelerates the failure of a bad product. We know how to create value, address customer pain points, and differentiate from competitors. However, this isn't always sufficient for users to have a positive experience with the product.
In such cases, we gather feedback, and the product undergoes further refinement.

Whether entering the national or international market, product launch always presents a challenge. The more complex and extensive the system, the more patterns may work inefficiently. When entering a new market, the startup team often amplifies its problems at various product levels. We can't insure startups against all failures, but we certainly reduce their frequency.
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Maximum number of concurrent projects managed by our team: 11 global and 4 national.

Sometimes, things don't go as planned, and the project team requires additional funding or their main idea doesn't meet market expectations. In such cases, we conduct an immediate assessment of the crisis situation and propose an implementation plan to resolve it.
But if the horse is dead, we'll say so.