We work with our investees in a process of deepening inquiry into system essence and potential, where exits inform the next iteration of ecosystem support. In this way, we carry forward learnings and relational developments, with end-states becoming the ground for the next stage of inquiry.
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We source investment opportunities through long-term relationships with networks of mission-aligned investors and regenerative practitioners. We also attract opportunities, by word-of-mouth, referrals by our current investees and through our own events.
We draw upon both an analytical evaluation of non-living criteria and a holistic understanding of living aspects of a business within its context. We see this as the start of a long-term, co-evolutionary journey to realise the potential of a given ecosystem.
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We invest longer term funds, highly aligned with the journey of our investees and their business. Our financial investments are mostly in the form of equity or self-liquidating debt or hybrid instruments (e.g. revenue-based convertible loans). We encourage steward-ownership models which enshrine self-governance and purpose orientation as two foundational principles.
In our investment practice, exiting is one step in an ongoing journey, timed in a way that assures ecosystem integrity and allows for a longer-term partnership of learning and stewardship.
Our assessment process requires the cultivation of a regenerative mindset, in order to see in terms of nested systems evolving toward higher orders of vitality and evolutionary capability. By integrating multiple perspectives of system health, we are evaluating our investments in terms of the effects that are created in at least two levels of system interconnections, with the investees as nodal acupuncture points.
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Regenerative investing is a practice of “realising potential”. Our approach supports restoring, reviving and strengthening of the innate regenerative capacity of the investee and its ecosystem, allowing them to realise their potential.
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At its heart, our process is differentiated by how we select our investees, how we support them to realise their potential, and how we assess our contribution to the system's evolution, sensing a time to exit that maintains system health.
We draw upon both an analytical evaluation of non-living criteria and a holistic understanding of living aspects of a business within its context. We see this as the start of a long-term, co-evolutionary journey to realise the potential of a given ecosystem.
Regenerative investing is a practice of “realising potential”. Our approach supports restoring, reviving and strengthening of the innate regenerative capacity of the investee and its ecosystem, allowing them to realise their potential.
Starting with deep care for the investee and their ecosystem, atreyu is driven to discover and work with their essence.
A business forms an imprint on its ecosystem through its activities and relationships. atreyu supports the defining of a future imprint by including the essence of all participants into one picture.
atreyu supports the designing of processes towards the defined imprint. These processes need to be iterative, adaptive and inclusive to ensure regenerative results.
atreyu supports its investees in developing capacities to deliver on the designed processes.
Our assessment process requires the cultivation of a regenerative mindset, in order to see in terms of nested systems evolving toward higher orders of vitality and evolutionary capability. By integrating multiple perspectives of system health, we are evaluating our investments in terms of the effects that are created in at least two levels of system interconnections, with the investees as nodal acupuncture points.
a)
To what extent is the whole system upgrading its performance (e.g. health, resilience, ability to innovate and evolve), as a result of the work of the business we are investing in?
b)
How well does this business understand the contribution it should be making, given its unique character and context?
c)
What should this business be pursuing that both increase its viability and contributions to the system's health?
d)
What new capacities have been intentionally developed as a result of this business's participation in the local economic ecosystem?
e)
What evolution of the portfolio of product or service offerings is needed to enable the new capacity desired by users and other stakeholders in the system?
f)
How are the flows of capital (all forms of capital - human, natural, social, financial, built) generating multiple returns, in such a way that the whole system's wealth is being accrued?
