We look beyond technology.
İKC sees technology as the starting point of an investment decision. We invest in the problem a product solves, the durability of the advantage it creates, the capacity of the founding team, and what the company can become over time.
We do not assess technology in isolation
Technology creates value when it solves an important problem better, produces a measurable advantage and allows that advantage to strengthen over time. A good investment is the potential for that technology, with the right team and market, to become an enduring company.
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Technical strength
Powerful technology creates tangible value by solving an important customer problem better.
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Market
A large, accessible market gives the company room to compound its advantage.
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Scale
The right team, a solid product and a strong organisation turn growth into sustainable scale.
Five questions before we invest
Complex models may sit behind our decisions. The questions we begin with are deliberately clear.
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Is the company solving a real and important problem?
We look for an important need whose cost or difficulty customers feel today and are willing to pay to solve.
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Does the technology create a meaningful, defensible advantage?
Technology should make the product materially better, faster, more economical or scalable; the advantage must be hard to copy and strengthen with scale.
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Can a large company form behind this product?
We consider market size, room to expand, recurring revenue potential and the product’s capacity to become a broader platform.
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Can the founding team carry the journey?
Knowing every answer matters less than understanding the problem deeply, learning quickly, making difficult decisions and building a strong team.
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Can İKC add value beyond capital?
We must be able to improve the company’s speed or decision quality across technology, product, growth, finance, organisation or partnerships.
When we say no
A good technology company is not always the right investment for İKC. Choosing not to invest is part of our discipline.
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When technology becomes the goal
Technical achievement is not enough if it does not solve an important customer problem.
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When the advantage is temporary
We are cautious with advantages that are easy to copy or do not strengthen with scale.
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When the market is limited
The business must be able to create meaningful value at long-term scale.
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When partnership has no foundation
Active ownership requires trust, transparency and the ability to discuss difficult subjects openly.
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When capital is the only need
If our operating contribution will not be meaningful, we are not the right investor.