We co-build new business with corporates — and invest in what we build together. Not a vendor for your next chapter. A partner in it.
Your core market is flat.
New business is the only way out — and your own structure is built to stop it.
Innovation isn't failing because the technology is weak. It's failing because there's no system designed to turn breakthrough technology into real business outside the structures that constrain it.
Each established route to new business
has a structural limit.
There's nothing wrong with any of these paths in isolation. The challenge is that none of them are designed to take a venture all the way to operating company.
Strategy Consultancies
Internal Innovation Labs
Corporate VCs
Digital Agencies
When Technology,
Building & Capital
converge — ventures scale.
Historically these three forces operate in isolation. Technology lives inside R&D. Building expertise lives in venture builders. Capital lives in funds.
We don't advise across the triangle. We operate all three nodes — under one roof, with shared economics.
Not a consultancy claiming to build.
Not a VC claiming to add value.
We operate.
Founded means companies with cap tables
and customers — not workshop deliverables.
Market first.
Technology second.
The dominant failure mode in deep tech and corporate innovation is the same: build the thing, then look for the market. We invert the sequence. We don't build ventures around technologies — we build ventures around markets that technologies can unlock.
Identify use cases
Where is the willingness to pay? Which customer pain is worth solving?
Define MVP capability
The minimum technical capability the venture actually needs — nothing more.
Validate willingness to pay
Real customers, real commitments. Before engineering scales anything.
Build the venture thesis
Founding team, IP structure, equity design, milestone sequencing.
Then scale the technology
Capital follows evidence, not optimism. Commitment scales as risk drops.
AI doesn't just power
the ventures we build.
It powers how we build them.
Every venture we run today is designed AI-native from day one. More importantly, the building process itself runs on AI — validation cycles compress, operations run lean, and the same 80-person platform delivers more, faster.
AI-augmented market signal
Customer-discovery cycles compressed from weeks to days. Hypothesis testing at scale. Faster path to evidence of willingness-to-pay.
AI-native by default
Every new venture is designed AI-first — workflow automation, intelligent products, agentic operations baked in from the architectural sketch.
Agents inside the venture
Ventures run with structurally lower headcount. AI agents handle routine ops — Helpify and Praxero both ship with agents in the workflow on day one.
A vertical AI thesis
Talos Capital — the fund we co-GP — invests where building expertise and AI vertical depth converge. Capital deployed where we have operating edge.
We build ventures.
Where they end up depends on the strategic intent.
Corporate Venture
Building
Strategic intent comes from the corporate. We build the entire new business — product, team, market — from the ground up, as an independent entity funded via convertible loan.
Technology
Transfer
Existing technology comes from corporate R&D or a research institution. We structure the carve-out, build the company around it, install the founding team, and bring in external capital.
How the platform shows up.
Two strategic models. Four ways to engage.
Corporate Business Creation
Building new revenue streams as separate, independently operated companies for established corporates. The full Model One execution — from sandbox to acquired business.
Venture Building & Scaling
Taking technology or strategic intent from zero to funded company. Structured venture creation, founding-team installation, and operational support through growth stages.
Digital Product & Tech Development
The 80-person engineering platform — product, design, software, hardware. The delivery muscle that powers every venture, available as a standalone capability for corporate partners.
Process Innovation & Business Scaling
Operational transformation for the scale-up moment — process redesign, AI-augmented workflows, and operational architecture for organisations ready to step into the next stage.
Build your M&A target of the future.
Externally built. Performance-validated. Then acquired at market rates. The CFO's favourite kind of venture.
Sandbox · 8–12 weeks
Opportunity validation — market sizing, first customer conversations, technical feasibility, business model hypothesis. Gate decision before any commitment.
Incubation · 6–12 months
Product-market fit. MVP, first pilots, revenue validation, team build-out. Capital follows evidence of traction — not roadmaps.
Scaling · ongoing
Full team, product maturity, recurring revenue. The business transitions from startup mode to operating business — ready for conversion and acquisition.
Because the corporate's own structure is built to protect the core — and the new business needs to be built outside it. Governance veto stays with the corporate, daily decisions stay with the people running the venture.
Conversion valuation is performance-based. The better mantro builds, the more it's worth — and the more the corporate pays for it. But they pay for proven value, not venture optimism.
No open-ended R&D commitment. Off-balance-sheet via convertible loan. Defined capital gates. Acquisition priced like an M&A transaction — at EBITDA multiples, not venture premiums.
Turn stranded technology into investable ventures.
95% of patents never become companies. Not because the science is weak — because the business was never built.
Venture Readiness · ~20–24 weeks
IP maturity, technology readiness, commercialisation pathway, investor narrative, founding-team identification, licensing & carve-out preparation.
Venture Formation · variable
Incorporate the entity. Execute IP licensing. Close the funding round. Install the founding team. Launch with governance in place.
Technology originates from corporate R&D or research institutions. Goal: an independent, externally funded company.
The technology source retains a minority equity stake — full upside, none of the operational burden. We co-invest 50% of the venture-building costs from day one. Real skin in the game from the build phase onwards.
We're builders and investors. The fund we co-GP can follow on when the venture fits the thesis — so the cap-table partner stays operationally engaged through growth, not just economically attached at the start.
We're builders.
We're also GPs in a venture fund.
Talos Capital is a vertical AI venture fund where mantro sits as one of the general partners. When a venture we've built fits the fund's thesis — and is in venture mode rather than a corporate build — we have the option to lead the first institutional round. Where the fit isn't right, we syndicate warmly to peer-level VCs on an eye-to-eye basis.
Corporate Partners
& Research
Strategic intent, stranded IP, and research breakthroughs feed both models.
mantro Studio
+ Talos GP role
Builders here. Co-GPs in Talos there. Lead capacity when a venture fits the fund's thesis and is in venture mode.
External VCs
& Syndicates
Peer-level syndication. Warm intros to Series A leads — never cold outreach.
Two important nuances: corporate venture builds aren't Talos investments — they're funded by the corporate via convertible loan. And the fund leads only where the thesis fits. Where it doesn't, your venture still benefits from peer-level VC syndication routes that most studios can't access.
Proof. Not promises.
Four ventures across both models — live in market, generating real revenue, building real companies.
termios
Helpify
Praxero
EdiMembre
Built with the companies
that shape European industry.
Twenty years of corporate relationships across automotive, industry, consumer goods, insurance, finance, energy, and life sciences.
German engineering. Global reach.
We centralise delivery for quality. We distribute presence for proximity. Munich is where strategy and leadership live. Zagreb and Trnava are where products get built. New York and Singapore keep us close to capital and to research.
Innovation fails when it's
designed for one stakeholder.
Our model is designed for all of them. The CFO's concern, the CEO's optionality, the CTO's IP integrity, and the BU lead's positioning — all explicit, all addressed by structure.
Innovation begins
with a conversation.
We build new business from breakthrough technology — and invest in what we build. If something in this deck resonated with where you're trying to take your organisation, the next step is simple: send a reply.