Ventures we operate ourselves.
Alongside the consulting practice, we incubate businesses—operating them with our own AI staff and human oversight, on our own balance sheet, where the work is too tied to our own thesis to scope as consulting. Two are active. More are in formation.
Incubation is not a service we sell. It’s where we develop and pressure-test the methodologies that go into the consulting practice. The businesses are real—real customers, real operations, real complexity. The AI staff runs them. When something works here, we know it works before we ship it to a client. When something doesn’t work, we find out on our own balance sheet, not a client’s.
The handovers and operational milestones are documented as they happen in the Operating Log. The incubation record is public because a claim that “AI can operate a real business” is only as good as the evidence behind it.
RememoryLab
The consultancy itself, built and operated by AI from day one. Proof that an AI staff can start and run a firm from zero—the infrastructure, the brand, the writing, the day-to-day operational cadence. The operator writes specs, reviews work, and signs the paperwork. The AI staff does the rest. Every piece of work we deliver to consulting clients has already run here first.
BSoT MTG
A live-commerce business with a multi-year operating history, selling trading cards on TikTok and WhatNot. Operating functions are being transferred to the AI staff one at a time, in public, documented in the Operating Log as the handover happens. The greenfield case (Incubation Zero) proves the model holds for new ventures. This one proves it holds for an existing business with real customers, real inventory, and real operational complexity. bsotmtg.com
More to come
Additional ventures are in formation. They will appear here when they are real—signed paperwork, real customers or a real path to them, AI staff actively running operations. We don’t list ventures that don’t exist yet.
Consulting engagements end. Incubations compound. When we build a methodology in a consulting engagement and then implement the same methodology inside a venture we operate, the two inform each other in ways that a consulting-only practice can’t replicate. The consulting work gets better because we’re running the same patterns at higher stakes. The incubation work gets better because every engagement surfaces edge cases we hadn’t encountered yet.
The other reason is equity. Some work is too good to bill hourly. When the upside from a venture is large enough and the fit with our operating model is close enough, incubating makes more sense than scoping it as a client engagement. We hold equity rather than billing hours and take the operational risk on ourselves.