Cofounding

the future.

We partner with talented people like you to conceive and scale digital business models that open new markets or disrupt existing ones.

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Why NOVA.

Because 92% of technology startups fail

We don’t believe this is acceptable to either entrepreneurs or their investors.

Nova have developed a scalable methodology that increases the chances of our investments succeeding.

Nova make active investments in seed stage opportunities, we co-invest alongside Angel syndicates and fund managers and we partner with accelerators and incubators to discover and mentor entrepreneurial talent and opportunity.

During the last 8 years we have invested in 27 startups. 48.85% of our startups are succeeding, and we have built over £52M of shareholder value

If you are an investor or fund manager and want to understand how you can co-invest in a Nova cofoundery please get in touch...

I am an investor

If you are an entrepreneur and want to know how to participate in a Nova cofoundery please get in touch...

I am an entrepreneur

How we work.

Nova partner with founders at our cofoundery to create a complete and trusted cofunder team delivering; capability, knowledge and experience in each of the key areas required to conceive and scale a successful digital business.

We enable our founder to leverage their domain expertise and business network to successfully identify real problems and engage with real users while the rest of the cofoundery team work on creating an appropriate solution with a viable business model.

Because we have done this many times before...

we understand the startup lifecycle and we are able to make investment decisions that support the resource requirements of the business as it grows.

Mentor

92% of digital start ups fail!

74% cite scaling prematurely as a contributing factor

  • In our experience most founders have little knowledge of the startup lifecycle. This often results in founders scaling prematurely.

  • During the Mentor phase we educate our founders about startup lifecycle and the cofoundery process. This creates alignment within the cofoundery team and avoids common mistakes such as premature scaling.

  • The cofoundery process relies heavily on identifying assumptions and testing them.

  • The first set of assumptions we test relate to the expected user and their experience of the problem to be solved.

  • We build a panel of users who are willing to test our assumptions about the problem and influence our progress towards a viable solution.

  • A product that has successfully completed this phase is said to have obtained User / Problem fit

Explore

92% of digital start ups fail!

36% cite building the wrong product as the reason

  • This commonly occurs because the problem the product addresses is not properly understood and sufficient target users have not been consulted.

  • The explore phase provides our cofounder team with a framework of activities and objectives to ensure that we are addressing a real problem experienced by a sufficient volume of real users.

  • Often a ‘prototype’ of a potential digital product is built along with a customer panel who can validate the product as it progresses through its development journey.

  • A product that has successfully completed this phase is said to have obtained problem / solution fit.

Build

  • During the Build stage, a Minimal Viable Product (MVP) is developed through a lean and agile methodology.

  • The direction and feature set of this product is influenced by feedback from the Customer Panel and success is measured by collecting user engagement metrics.

  • Towards the end of the phase an MVP will exist that has active users. The team will turn their attention to delivering a product feature set that someone is prepared to pay for, this is called a Minimum Commercialisable Product or MCP.

  • A product that has successfully completed this phase is said to have obtained product / market fit.

Commercialise

  • During the Commercialise phase we recognise that the business model for the MCP is likely to be incomplete, wrong or at least suboptimal.

  • Having a product that people will use in volume does not necessarily mean that we have a product that people will pay for in volume.

  • In this stage we explore potential methods of monetising the product, examining metrics such as cost of acquisition, customer lifetime value and conversion rate.

  • The goal is to find a scalable profitable business model through which to financially exploit the value the product generates for the end user.

  • A product that has successfully completed this phase is said to have obtained Business Model Fit.

Scale

  • When we enter this phase we have a repeatable scalable profitable business model.

  • During this phase we finance the profitable growth of the business identify and hire team members that can replace the expertise provided by the Nova cofounder.

  • Our objective during this phase is to create a profitable growing business with a completed team of employees who can successfully take the business through to exit.

Startup lifecycle

Who we are

A seasoned team of over 200 professionals experienced in successful digital innovation.

Leadership Team

We are always on the lookout for talented individuals of all disciplines. Visit our careers site to find out more.

Work with us

Contact

25-31 Parliament St

Liverpool

L8 5RN

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