Stop Doing “Innovation Theater.” Start Building Assets.

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The Trap vs. The Playbook

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The “P&L” Innovation Framework

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Innovation without a P&L is just a hobby. I deploy the same rigorous capital allocation framework used to manage UnionBank’s successful CVC arm.

1. The CVC Engine (Corporate Venture Capital) We don’t just “invest in startups.” We structure a fund with a clear thesis: Financial Returns first, Strategic Fit second. If the unit economics don’t work, the strategic value is a mirage.

2. The “Skunkworks” Separation You cannot disrupt your business model from inside the building. I help you design the legal and operational air-gap between the “Mothership” (the core business) and the “Speedboats” (the ventures), protecting the parent brand while unleashing the startup.

3. The Exit Strategy (Begin with the End) Most corps never plan the exit. We define the success metrics on Day 1: Do we spin this out? Do we fold it back in? Do we sell it? This discipline forces distinct operational milestones.

Proof of Concept: The UnionBank CVC Fund

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While others wrote whitepapers on “Future of Banking,” we deployed capital.

The Challenge: The bank needed exposure to emerging fintech models without diluting focus on core banking operations.

The Execution:

• Established a multi-million dollar Corporate Venture Capital Fund.
• Implemented a strict investment committee structure separate from bank credit committees.
• Focused on “High-conviction” bets rather than “Spray and pray.”

The Outcomes (Auditable Results):

• Returns: Achieved 3.0x TVPI (Total Value to Paid-In Capital).
• Liquidity: Delivered 1.05x DPI, returning the entire principal to the bank in just four years.
• Integration: Successful technology transfer from portfolio companies back to the parent bank.

Beyond Innovation Theater

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Stop collecting sticky notes. Start building assets. While traditional consultants focus on process, I focus on P&L. Here is the difference:

Is Your Innovation Budget a Donation?

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If you are spending millions on “Digital Transformation” but cannot point to a new revenue line or a successful exit, your governance is broken. Let’s fix the structure.