This note sets out the questions THEREMY & G asks before acquiring, funding, or building a business.
Start with the commercial case
The first question is practical: what does the business sell, who pays for it, and why should demand continue? A proposal should identify the customer, route to market, expected costs, capital requirement, and principal risks.
Forecasts are useful only when their assumptions can be tested. We expect to compare them with market evidence and downside cases.
Know who is accountable
A sound proposal identifies the people responsible for execution and the decisions each party controls. Experience, incentives, reporting, and conflicts of interest must be clear before capital is committed.
If those arrangements are unclear, further work is required regardless of how attractive the headline opportunity appears.
Decide what the group can contribute
THEREMY & G will consider whether it can add something specific: capital, operating support, technology, commercial access, or a useful partnership. Ownership alone is not a sufficient reason to proceed.
The eight sectors on this website are planning areas. A proposed investment should still be judged on its own facts.
Set the terms before the work begins
A partnership should state contributions, ownership, decision rights, reporting duties, key milestones, and the process for resolving a disagreement or ending the arrangement.
Clear terms protect the relationship and make performance easier to assess.
Publish results only when they can be verified
Plans should be labelled as plans. Active ventures, investments, operating results, and impact claims should appear publicly only when their status and supporting information can be confirmed.
This approach supports the company purpose: To transform opportunity into enduring value.