Venture formation and co-ownership

Traditional VC models provide capital and governance oversight. Our co-ownership approach embeds us as operational partners from day zero. We don't just fund your technology stack—we help architect it. We don't just review your go-to-market strategy—we help execute it.

This means shared risk, shared decision-making, and shared accountability for outcomes. When we co-own, we co-build.

We focus on technology ventures addressing real problems in MENA markets—particularly those requiring government relationships, technical infrastructure, or regional market knowledge. B2B software, infrastructure platforms, and enterprise solutions with clear monetization paths perform best. We avoid consumer plays with long burn rates.

The ideal venture combines defensible technology with distribution advantages we can accelerate through our institutional access and engineering capacity.

Equity structure depends on our operational role and capital commitment. When we're architecting core technology and leading regional expansion, we structure for meaningful ownership that reflects our contribution. This isn't a standard ticket size conversation—it's about aligning incentives for a multi-year build.

We optimize for control where it matters operationally while keeping founder economics attractive for the long term. Every deal is constructed around execution requirements, not formulas.

We establish clear decision frameworks before we start building. Major strategic decisions require alignment, but operational autonomy stays with founders in their domain expertise. Our governance model includes defined escalation paths and regular strategy reviews.

If fundamental misalignment occurs, we have structured exit mechanisms that protect both parties. The goal is preventing divergence through transparent communication and shared quarterly planning, not managing it after the fact.

We provide direct introductions to decision-makers across UAE and MENA government entities, accelerating procurement cycles that typically take 18-24 months down to 6-9 months. Our existing relationships include ministries, regulatory bodies, and sovereign entities actively deploying technology budgets.

For enterprise clients, our reference architecture and case studies reduce technical evaluation time. This isn't networking—it's active pipeline development with procurement support and compliance guidance built in.

Our engineering team handles architecture review, infrastructure design, security compliance, and technical hiring. We contribute hands-on development capacity for mission-critical components and provide ongoing code review. Our AI capabilities span model selection, training infrastructure, and production deployment at scale.

We also manage cloud cost optimization and SRE practices. This is fractional CTO-level support without diluting your equity for additional executive hires early on.

We build for 5-7 year horizons minimum, not quick exits. Our involvement intensity peaks during formation and scaling phases, then transitions to strategic oversight as operations mature. We don't pressure premature exits or push for growth that breaks unit economics.

Our holding structure through KeySol and Serdal allows patient capital deployment. We evaluate exit timing based on market conditions and strategic acquirer readiness, not arbitrary fund return schedules.

Both work, but the engagement model differs. For existing ventures, we evaluate product-market fit, technical architecture, and team capability before structuring involvement. We may take minority positions with operational agreements rather than full co-ownership. New formations get deeper integration from inception.

The key filter is whether our capabilities genuinely accelerate your trajectory. We're selective—we'd rather pass than force-fit our model onto ventures that don't need operational partnership.