There is a well-worn path for startups that want to work with government: win a small research contract, then another, and hope one turns into a program of record. Some companies make it through. Many spend years in pilots that never scale, with revenue that depends on a single budget line.
We prefer a different route. The dual-use companies we back build a strong commercial business first and enter government from a position of strength.
Why commercial first works
Commercial customers buy faster, pay faster and give sharper feedback. A product that a manufacturer, logistics operator or energy company relies on every day has already proven that it works in messy, real conditions. That is exactly the evidence public-sector buyers look for, and it’s far more convincing than a demo.
The best way to be ready for the mission is to already be running in the real world.
Where we see the opportunity
- Industrial autonomy. Planning, inspection and quality control for advanced manufacturing, including suppliers to aerospace and defense.
- Geospatial intelligence. Turning satellite, sensor and logistics data into decisions for insurers, commodity traders and public agencies alike.
- Resilient supply chains. Visibility and risk modeling for critical components, from semiconductors to rare earth materials.
- Public-sector workflows. Agents that handle permitting, benefits processing and procurement, where backlogs are long and the work is well defined.
What it takes to get it right
Commercial first doesn’t mean government later as an afterthought. The strongest teams plan for both from day one. They choose architectures that can be deployed in secure environments, keep their supply chains and ownership clean, and bring in people who understand procurement and compliance early. When the time comes, they can move quickly instead of rebuilding.
How we help
Our dual-use practice connects portfolio companies with the right public-sector buyers, helps them plan the path through compliance and accreditation, and makes sure that government work adds to the commercial business rather than distracting from it. We want companies that are valuable to both markets, and dependent on neither.