We focus on building companies
We focus on building companies
Approach
Approach
At GTM Capital, we partner with entrepreneurs to transform promising ideas into successful businesses. By utilizing our extensive networks, we help scale teams, attract key partners, and build billion-dollar companies together. As engaged and hands-on collaborators, we are dedicated to working alongside our companies at every stage, with patience and a commitment to fostering enduring success.
At GTM Capital, we partner with entrepreneurs to transform promising ideas into successful businesses. By utilizing our extensive networks, we help scale teams, attract key partners, and build billion-dollar companies together. As engaged and hands-on collaborators, we are dedicated to working alongside our companies at every stage, with patience and a commitment to fostering enduring success.
We embrace the challenge of reimagining the ordinary. The ventures we support possess one or more of these key components:
We embrace the challenge of reimagining the ordinary. The ventures we support possess one or more of these key components:
Founders and changemakers share a few key traits across all industries they aim to transform: relentless passion, unwavering dedication to realizing their vision, and a bold, unconventional mindset.
Founders and changemakers share a few key traits across all industries they aim to transform: relentless passion, unwavering dedication to realizing their vision, and a bold, unconventional mindset.
At GTM Capital, we seek out ventures that drive meaningful innovation, whether through cutting-edge technology, innovative business models, or a combination of both.
We are attracted to unconventional strategies—whether pioneering new technologies, entering untapped markets, or disrupting established industries with bold, contrarian approaches.
In particular, we are drawn to disruptive ideas—those rare, high-impact innovations that are notable for their rarity, massive impact, and retrospective predictability. These investments have the potential to revolutionize large markets.
We also focus on ventures unafraid of tackling large-scale markets, whether well-established or emerging through innovation. We are especially excited by products capable of breaking monopolies or creating entirely new industries. Our aim is to back ventures with billion-dollar market potential and a clear trajectory for growth, rather than smaller, niche opportunities.
Additionally, we place a high value on short innovation cycles, preferring ventures that can iterate quickly and generate results—whether successful or not. That said, we’re open to investing in ventures with longer innovation cycles when other compelling factors, such as our investment in a nuclear reactor, justify the timeline.
At GTM Capital, we seek out ventures that drive meaningful innovation, whether through cutting-edge technology, innovative business models, or a combination of both.
We are attracted to unconventional strategies—whether pioneering new technologies, entering untapped markets, or disrupting established industries with bold, contrarian approaches.
In particular, we are drawn to disruptive ideas—those rare, high-impact innovations that are notable for their rarity, massive impact, and retrospective predictability. These investments have the potential to revolutionize large markets.
We also focus on ventures unafraid of tackling large-scale markets, whether well-established or emerging through innovation. We are especially excited by products capable of breaking monopolies or creating entirely new industries. Our aim is to back ventures with billion-dollar market potential and a clear trajectory for growth, rather than smaller, niche opportunities.
Additionally, we place a high value on short innovation cycles, preferring ventures that can iterate quickly and generate results—whether successful or not. That said, we’re open to investing in ventures with longer innovation cycles when other compelling factors, such as our investment in a nuclear reactor, justify the timeline.
To attract the right investors, board members, and partners, it's vital for founders to communicate their objectives clearly. Whether they aim for bold, transformative moves, prefer a more conservative approach, seek a quick exit, or want to build a lasting company. The best advisors are those who can be both your strongest supporters and toughest critics. They are unafraid to have difficult conversations, ask probing questions that you may not have considered, and guide you through the complexities of building a company, helping you identify both risks and opportunities that might otherwise be overlooked.
At GTM Capital, we look for "A" teams—entrepreneurs who are exceptional in their areas of expertise, recognize their limitations, and are willing to build strong teams to complement those gaps. While having domain experience is a plus, it’s not a necessity. We prioritize investing in talented individuals over specific plans, knowing that plans often evolve as the business grows.
Our investments are divided between two funds. The Seed Fund focuses on experimental science or business innovations, often positioning us as the sole investor, though we may also collaborate with angel investors or smaller funds. In the seed stage, we seek bold, unconventional ideas with the potential to disrupt an industry and achieve meaningful success. We don't require a fully formed team or complete business plans at this stage, but we do expect a clear understanding of the key technology risks and the potential market and economic benefits.
At the seed stage, the main goal is to reduce risks as cost-effectively as possible. A strong seed plan should validate your market hypothesis, fine-tune your market entry strategy, or address key technical challenges.
Our Main Fund, by contrast, focuses on more established ventures from early to later stages across all areas of technology, with investments typically exceeding $7 million per round. We're interested in opportunities within billion-dollar markets that offer a differentiated approach. For Main Fund investments, we expect a fair number of risks and uncertainties tied to the seed stage to have been mitigated. However, we acknowledge that some technology and execution risks may remain.
While our primary focus remains on the strength of the technology or business model and its potential to succeed in large markets, we also look for a clear plan to manage any remaining risks, along with a well-thought-out go-to-market strategy. For the fund, we place more emphasis on market opportunity, financials, and the strength of the team, though we understand that not every aspect of the business may be fully developed yet.
It's critical to clearly identify the key success factors and any missing elements. Why have you chosen to partner with GTM Capital specifically? What do you hope to achieve with our investment? You should provide a well-structured plan outlining the milestones you intend to reach with financing, your future cash needs to break even, or other significant objectives. The depth and quality of the team's thinking are crucial: for most Main Fund investments, the goal is execution rather than exploration of new markets or technologies.
To attract the right investors, board members, and partners, it's vital for founders to communicate their objectives clearly. Whether they aim for bold, transformative moves, prefer a more conservative approach, seek a quick exit, or want to build a lasting company. The best advisors are those who can be both your strongest supporters and toughest critics. They are unafraid to have difficult conversations, ask probing questions that you may not have considered, and guide you through the complexities of building a company, helping you identify both risks and opportunities that might otherwise be overlooked.
At GTM Capital, we look for "A" teams—entrepreneurs who are exceptional in their areas of expertise, recognize their limitations, and are willing to build strong teams to complement those gaps. While having domain experience is a plus, it’s not a necessity. We prioritize investing in talented individuals over specific plans, knowing that plans often evolve as the business grows.
Our investments are divided between two funds. The Seed Fund focuses on experimental science or business innovations, often positioning us as the sole investor, though we may also collaborate with angel investors or smaller funds. In the seed stage, we seek bold, unconventional ideas with the potential to disrupt an industry and achieve meaningful success. We don't require a fully formed team or complete business plans at this stage, but we do expect a clear understanding of the key technology risks and the potential market and economic benefits.
At the seed stage, the main goal is to reduce risks as cost-effectively as possible. A strong seed plan should validate your market hypothesis, fine-tune your market entry strategy, or address key technical challenges.
Our Main Fund, by contrast, focuses on more established ventures from early to later stages across all areas of technology, with investments typically exceeding $7 million per round. We're interested in opportunities within billion-dollar markets that offer a differentiated approach. For Main Fund investments, we expect a fair number of risks and uncertainties tied to the seed stage to have been mitigated. However, we acknowledge that some technology and execution risks may remain.
While our primary focus remains on the strength of the technology or business model and its potential to succeed in large markets, we also look for a clear plan to manage any remaining risks, along with a well-thought-out go-to-market strategy. For the fund, we place more emphasis on market opportunity, financials, and the strength of the team, though we understand that not every aspect of the business may be fully developed yet.
It's critical to clearly identify the key success factors and any missing elements. Why have you chosen to partner with GTM Capital specifically? What do you hope to achieve with our investment? You should provide a well-structured plan outlining the milestones you intend to reach with financing, your future cash needs to break even, or other significant objectives. The depth and quality of the team's thinking are crucial: for most Main Fund investments, the goal is execution rather than exploration of new markets or technologies.
What We Work On
What We Work On
How We Decide
How We Decide
Main Fund
Main Fund
Try to define the company’s purpose in one clear sentence.
Try to define the company’s purpose in one clear sentence.
Problem Overview
Problem Overview
Do you possess a groundbreaking scientific discovery, a unique piece of intellectual property, an innovative business model, or a strategic partnership? Why is now the perfect moment to seize this opportunity? If your innovation succeeds, what economic or market advantages will it provide?
Please give a comprehensive overview of your innovation, highlighting its scientific, engineering, or business model aspects. Explain the core principles behind the technology, what has been demonstrated so far, and its current readiness for commercialization. Outline any remaining risks and identify the top three potential challenges. Have theoretical models been developed or validated? Who has independently verified your models or experimental outcomes? How long will it take to confirm the viability of your technology through testing or other validation methods?
At this stage, the focus is on exploring new markets or technologies and testing assumptions, so while the team’s thought process is important, we place less emphasis on exhaustive detail. Instead, we look for a clear path to addressing critical unknowns and risks.
Do you possess a groundbreaking scientific discovery, a unique piece of intellectual property, an innovative business model, or a strategic partnership? Why is now the perfect moment to seize this opportunity? If your innovation succeeds, what economic or market advantages will it provide?
Please give a comprehensive overview of your innovation, highlighting its scientific, engineering, or business model aspects. Explain the core principles behind the technology, what has been demonstrated so far, and its current readiness for commercialization. Outline any remaining risks and identify the top three potential challenges. Have theoretical models been developed or validated? Who has independently verified your models or experimental outcomes? How long will it take to confirm the viability of your technology through testing or other validation methods?
At this stage, the focus is on exploring new markets or technologies and testing assumptions, so while the team’s thought process is important, we place less emphasis on exhaustive detail. Instead, we look for a clear path to addressing critical unknowns and risks.
Team
Team
Who are you, and why are you the ideal person to lead this venture? Are you intending to serve as the long-term CEO of your company? What skills and expertise do you personally contribute, and what additional capabilities does your team need to acquire? What positions on your executive team are still unfilled, and who are the key thought leaders in your industry with whom you have established connections?
Evaluate your current team's composition and identify any gaps. For each gap, describe the type of candidate who would best mitigate the associated risks. Where do you plan to find this talent, and how will their addition strengthen your team’s ability to execute on your vision?
Who are you, and why are you the ideal person to lead this venture? Are you intending to serve as the long-term CEO of your company? What skills and expertise do you personally contribute, and what additional capabilities does your team need to acquire? What positions on your executive team are still unfilled, and who are the key thought leaders in your industry with whom you have established connections?
Evaluate your current team's composition and identify any gaps. For each gap, describe the type of candidate who would best mitigate the associated risks. Where do you plan to find this talent, and how will their addition strengthen your team’s ability to execute on your vision?
Milestones/Financials
Milestones/Financials
It's essential to create detailed financial projections, including your profit and loss statement, balance sheet, and cap table. Prioritize accuracy over precision, and ensure you have robust contingency plans. How will your financial needs change if there are delays in technology development and market entry or if costs exceed projections?
Identify the key milestones that this funding will help you reach. How close are you to achieving cash flow positivity in terms of time and financials? How many additional financing rounds do you expect? What factors could result in a cash shortfall, and what does the worst-case cash flow scenario look like? For revenue-generating businesses, how vulnerable are you to falling short of revenue targets? Have you validated your expected revenue growth? We prefer to see quarterly financials projected for the next eight quarters and annual financials beyond that.
It's essential to create detailed financial projections, including your profit and loss statement, balance sheet, and cap table. Prioritize accuracy over precision, and ensure you have robust contingency plans. How will your financial needs change if there are delays in technology development and market entry or if costs exceed projections?
Identify the key milestones that this funding will help you reach. How close are you to achieving cash flow positivity in terms of time and financials? How many additional financing rounds do you expect? What factors could result in a cash shortfall, and what does the worst-case cash flow scenario look like? For revenue-generating businesses, how vulnerable are you to falling short of revenue targets? Have you validated your expected revenue growth? We prefer to see quarterly financials projected for the next eight quarters and annual financials beyond that.
Market/Competition
Market/Competition
At GTM Capital, we avoid relying on analyst reports for market sizing, as they often fail to account for disruptions and may be outdated for venture investments. Instead, we prefer a bottom-up approach built on realistic assumptions.
Your market size should reflect the maximum revenue potential for your business, not the size of the entire supply chain. It’s important to distinguish between the addressable market and the broader industry. Are you targeting a large enough market, ideally over $1B? If you're focusing on a market segment, what is its size, and what makes you competitive within that niche? What factors will enable you to enter and capture this segment successfully? A deep understanding of the market’s dynamics is highly valued.
Do you have a solid understanding of the competitive landscape? Are you comparing your company to competitors in ways that matter to your customers? Identify ten critical customers for your success and outline your acquisition strategy. What threats could potentially render your market opportunity obsolete? How does your solution integrate with existing standards, ecosystems, and incentives?
Who are your current customers or users? How do you retain them, and what is your plan to scale your customer base while maintaining high retention rates?
What is your go-to-market strategy? Have you formed the right partnerships to ensure success? Does your pricing model align with the cost of customer acquisition? Why do consumers choose your product over competitors? What are your biggest concerns? Do you clearly understand the risks involved, and are they well-defined in your market or technology strategy? Your assessment of market risks will help us gauge your depth of understanding of the market.
At GTM Capital, we avoid relying on analyst reports for market sizing, as they often fail to account for disruptions and may be outdated for venture investments. Instead, we prefer a bottom-up approach built on realistic assumptions.
Your market size should reflect the maximum revenue potential for your business, not the size of the entire supply chain. It’s important to distinguish between the addressable market and the broader industry. Are you targeting a large enough market, ideally over $1B? If you're focusing on a market segment, what is its size, and what makes you competitive within that niche? What factors will enable you to enter and capture this segment successfully? A deep understanding of the market’s dynamics is highly valued.
Do you have a solid understanding of the competitive landscape? Are you comparing your company to competitors in ways that matter to your customers? Identify ten critical customers for your success and outline your acquisition strategy. What threats could potentially render your market opportunity obsolete? How does your solution integrate with existing standards, ecosystems, and incentives?
Who are your current customers or users? How do you retain them, and what is your plan to scale your customer base while maintaining high retention rates?
What is your go-to-market strategy? Have you formed the right partnerships to ensure success? Does your pricing model align with the cost of customer acquisition? Why do consumers choose your product over competitors? What are your biggest concerns? Do you clearly understand the risks involved, and are they well-defined in your market or technology strategy? Your assessment of market risks will help us gauge your depth of understanding of the market.
What Doesn’t Matter: Main Fund
What Doesn’t Matter: Main Fund
"My company is a ripe acquisition target."
While being positioned for acquisition can be a potential outcome, it’s not a strategy we support. At GTM Capital, we invest in entrepreneurs focused on building long-lasting, highly profitable public companies.
"Government subsidies will help me win."
While subsidies may offer short-term financial support, they do not create sustainable markets or build strong businesses. Your product must stand on its own merit, competing effectively without reliance on external funding sources.
"I have the North American license for XYZ."
Holding a license or proprietary technology can provide an advantage, but it’s not enough on its own. We look for companies with the ability to develop new technologies in-house, ensuring they can stay ahead of the competition and adapt to market shifts.
"My company is a ripe acquisition target."
While being positioned for acquisition can be a potential outcome, it’s not a strategy we support. At GTM Capital, we invest in entrepreneurs focused on building long-lasting, highly profitable public companies.
"Government subsidies will help me win."
While subsidies may offer short-term financial support, they do not create sustainable markets or build strong businesses. Your product must stand on its own merit, competing effectively without reliance on external funding sources.
"I have the North American license for XYZ."
Holding a license or proprietary technology can provide an advantage, but it’s not enough on its own. We look for companies with the ability to develop new technologies in-house, ensuring they can stay ahead of the competition and adapt to market shifts.
pitch.deck@gtmcapital.com
pitch.deck@gtmcapital.com
277 Park Avenue, Suite 137A,
New York, NY 10172
277 Park Avenue, Suite 137A,
New York, NY 10172
"It's within the unexplored and the unforeseen that groundbreaking innovation is born."
"It's within the unexplored and the unforeseen that groundbreaking innovation is born."