Active ownership needs a working definition. At Amp Eleven, it means taking on a concrete piece of work alongside founders and management, outside the boardroom.
The on-the-plane test
When a portfolio company faces a difficult operating problem, our test is simple: who turns up, what do they take responsibility for, and what gets done? A board seat is a governance role. Operating involvement needs its own evidence.
When the building is on fire, we book the flight. The practical job is to take a part of the problem that the management team needs help to solve, and stay accountable for it.
Make room for the work
An investor cannot promise close involvement without reserving time for it. Portfolio coverage, relevant experience and clear responsibilities have to fit the commitment. Those are questions founders should ask before choosing a partner.
At Amp Eleven, our team combines company-building, finance, transactions, legal and strategy consulting experience. We work with management teams on the operating questions that matter to the business. The work depends on the company and the problem; it is not a fixed allocation of hours or an identical role in every business.
The 11-day rule
Our 11-day rule is a commitment to be in the room when a portfolio company needs us. It has consequences for how we organise our calendars and how we work with founders.
What founders should ask
Ask an investor for a recent example of work inside a portfolio company. What was the problem? What did the investor personally do? Who owned the result? What changed? Specific answers tell you more than the word active.
Capital and operating involvement are different offers. Neither needs a costume. Founders should know which one they are choosing, and investors should be clear about what they will actually do.