Turn your corporate assets into exponential businesses.
Organizational life cycles are getting shorter, yet large companies still struggle to turn their assets — customers, data, channels, infrastructure — into new fronts of exponential growth. EloGroup acts as a Venture Partner, installing a co-entrepreneurship model to unlock that potential.
Assets to grow with. Structures that hold back.
Organizational life cycles keep getting shorter. At the same time, large companies struggle to use their assets — customers, data, channels, infrastructure — to open new business fronts with the same agility as startups.
Decision-making prioritizes the core business — "business as usual" — while there is no structured thesis for turning existing assets into relevant new businesses.
It is hard to assign senior leaders to still-nascent businesses and to attract talent with the skills needed to handle the uncertainty of new territories.
New businesses are measured with core-business metrics and held back by traditional corporate structures. There is no model that balances the synergies they need with the freedom to grow.
EloGroup acts as a Venture Partner, with a co-entrepreneurship model that goes from shaping the thesis to launching the business.
Three pillars. From thesis to first customer.
Aspirational vision and investment thesis
We define an aspirational vision and a robust investment thesis, challenging the industry's paradigms. We secure buy-in from the board and senior leadership to create a clear, powerful strategic direction for the new business.
Business model, operation and governance
We connect the investment thesis to your company's reality, designing the business and operating model. We map the specific value levers — customer base, data, channels and infrastructure — to create unique competitive advantage for the new venture.
An end-to-end team of entrepreneurs
We assign a team of entrepreneurs to execute the vision with agility and focus. We act from prototyping to launch, taking shared responsibility for success to make the new business happen and gain traction at startup pace.
A fundamental part of the strategy is defining the right vehicle. We support choosing and executing the ideal model for each thesis.
The best vehicle for each growth thesis.
Internal incubation. We create new businesses from scratch, using the organization's assets to build unique competitive advantages.
We make direct minority investments in startups to build strategic partnerships and test new markets without taking on the full risk of the operation.
Corporate Venture Capital. We structure a fund to invest in startups with strategic synergy, securing access to ecosystem innovation.
Mergers and acquisitions. We acquire companies to accelerate entry into new markets and bring critical technologies or capabilities in-house.
A fundamental part of the strategy is defining the right vehicle. We support choosing and executing the ideal model for each thesis.
The best vehicle for each growth thesis.
Internal incubation. We create new businesses from scratch, using the organization's assets to build unique competitive advantages.
We make direct minority investments in startups to build strategic partnerships and test new markets without taking on the full risk of the operation.
Corporate Venture Capital. We structure a fund to invest in startups with strategic synergy, securing access to ecosystem innovation.
Mergers and acquisitions. We acquire companies to accelerate entry into new markets and bring critical technologies or capabilities in-house.
A fundamental part of the strategy is defining the right vehicle. We support choosing and executing the ideal model for each thesis.
The best vehicle for each growth thesis.
Internal incubation. We create new businesses from scratch, using the organization's assets to build unique competitive advantages.
We make direct minority investments in startups to build strategic partnerships and test new markets without taking on the full risk of the operation.
Corporate Venture Capital. We structure a fund to invest in startups with strategic synergy, securing access to ecosystem innovation.
Mergers and acquisitions. We acquire companies to accelerate entry into new markets and bring critical technologies or capabilities in-house.
AI and data to find and accelerate every venture.
Proprietary tools support our role as Venture Partner — to speed up thesis identification and the building of new businesses.
AI for promising theses
AI models applied to large volumes of market data, ecosystem movements and innovation patterns — to anticipate trends and identify promising theses before consensus forms.
Asset map
Mapping the organization's data and technology assets to identify concrete growth levers — and where the new venture's competitive advantage will live.
Digital-native build
Native product, engineering and data capability applied from the venture's first day — so the new business is born with an architecture ready to scale.
Five fronts that underpin our role as Venture Partner.
We're not a consultancy. We're venture partners.
Proven experience creating and gaining traction for new businesses across multiple models: Corporate Venture Capital, Venture Building, M&A and strategic partnerships.
The ability to overcome the constraints of large companies and stand innovation up with agility — without "business as usual" stalling the new business.
End-to-end delivery with a multidisciplinary team — strategy, management, technology, analytics and AI — through the new business's early operation.
A living network of startups, funds and entrepreneurs to connect new businesses with the right partners and leaders at the right time.
Partnership models with long-term incentives — such as success fee or equity — so that our success is tied to the growth of your business.
Designed for large organizations with unique assets — but held back by management models that block agile moves.
Three profiles. One shared growth agenda.
Board and investors
Seeking to monetize the company's assets and create new avenues of growth — beyond what the current core business can deliver.
C-level
Responsible for unlocking the growth agenda and eager to leave a legacy, but wary of investing without a guaranteed return.
Innovation and new-business executives
They have the mandate to innovate, but need support, political backing and an internal coalition to make their initiatives viable and gain traction.
Every venture is unique — but the path follows a recognizable pattern.
How we apply it. An example in agribusiness.
Agribusiness
Data monetization and new businesses in agribusiness
An agribusiness leader held an extremely valuable yet underused asset: the data generated across its silos and warehouses. The company was looking for a way to turn that mass of data into a new avenue of growth, but lacked a clear thesis for how to monetize it and needed a partner not only to design the strategy, but also to execute it.
We acted as a Venture Building partner, diving into the business to identify five major opportunity territories. From there, we designed a complete investment thesis: create a new business focused on Digital Agri that would unify the production chain, from farming to distribution, through data integration. The plan involved strategic moves to accelerate building the business, including the acquisition of a digital-native startup with IoT technology.
The strategy designed and executed together culminated in a strategic M&A worth R$ 70 million, with the acquisition of the mapped startup. This move not only brought the technology essential to the thesis in-house, but also positioned the company as a consolidator in the AgTech ecosystem. The new business opened doors to innovative services and established a new, profitable business model for the company.
