You anchor it.
We run it.
It ships as a NewCo.
The disruption you can see coming and cannot build inside: delivered as a separate company, already operating, with you as shareholder, first customer, and candidate acquirer.
We don’t install innovation. We ship the company.
Legacy businesses cannot transform in place. The people who run a process defend it, and the parent’s P&L judges every new unit by the old unit’s rules.
The textbook escape is a separate organization with its own cost structure, values, and processes. Most incumbents cannot stand one up. do.enterprises stands it up for you, on rails that already exist, with you as anchor instead of integrator. Nothing inside your company has to change.
Business‑as‑code is the cost structure.
Every business process decomposes into four function types: Code, Generative, Agentic, Human.
In a do.enterprises NewCo the commercial functions (sales, lead handling, quoting, servicing, reporting) are agent-staffed from day one. Humans hold the statutory and consent steps: authorize, sign, pay, notarize. That cost structure is what you cannot replicate without repricing and restaffing your own commercial organization, which is the exact thing the dilemma forbids. It is also what makes the NewCo worth acquiring later. thesis
Rocket Auto, scoped.
Sales, BDC, and desking.
At Rocket Auto, agents staffed sales, BDC, and desking for about a year.
staffing exhibit · gated
Dealer license, titling, DMV, F&I compliance.
The dealer license, titling, DMV processing, and F&I compliance stayed with Rocket’s licensed humans. Those humans were Rocket’s, not ours.
ruled scope
The code survived and the borrowed relationships didn’t.
Six phases. Each has an exit condition.
An engagement that cannot give the NewCo its own regulated edge is declined at Thesis. Intake ends with a written reply either way: a problem we can produce against, or not.
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P0
Intake
Your problem brief. Qualification against the verticals we can produce in.
Exit A problem we can produce against, in writing.
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P1
Thesis
The problem becomes a venture thesis: the job-to-be-done it clears, the domain and brand, the regulated edge it will need.
Exit A thesis you sign. If it fails qualification, we say so and stop.
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P2
Build
The factory produces: domains resolve, surfaces go live, working software on the platform spine.
Exit Production a diligence walk can verify from a browser.
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P3
Edge
The NewCo’s own licenses, affiliate structure, and signed counterparty contracts. Never borrowed from you.
Exit A regulated edge the NewCo holds, not one lent to it.
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P4
Launch
The company forms. Your equity and first commercial rights are papered. You sign as first customer.
Exit First external revenue, from a party other than the anchor.
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P5
Path
Operator seated. Scale motion. Your acquisition path live.
Exit Independent, acquired, or wound down honestly.
Commercial terms, including what the anchor pays at each phase, are set in the engagement letter and are not listed here.
Incumbents already pay for this.
Public numbers only, as reported. Checked 2026-08-21.
| Who | Model | Public record | Difference |
|---|---|---|---|
| Pioneer Square Labs | Independent studio; corporates bring problems | TeamSense, co-created with Fortive (2020), acquired by Fortive (2021) GeekWire · PR Newswire |
The anchor → NewCo → anchor-acquires loop, as precedent. Built with human teams. |
| Alloy Partners (was High Alpha Innovation) | Corporate co-creation; a studio per partner | 30+ portfolio companies; rebranded March 2025 PR Newswire |
Closest match: the anchor pays, the NewCo ships. Each venture assembled from scratch. |
| Mach49 | Venture building for the Global 1000, consulting delivery | One client relationship reported at US$400M (Feb 2022); owner Next 15 winding it down by end of FY2026 More About Advertising (archived) · Global Venturing |
Demand at nine figures from one incumbent. Human delivery, single-client concentration. |
| BCG X | Consulting-attached build unit (Dec 2022) | ~3,000 experts BCG · Consultancy.com.au |
Hands the venture back into the incumbent; the IP generally lands inside the client. That is the integration our own history says fails. |
| Redesign Health | Healthcare-only venture creation with anchor partners | US$175M raised (Dec 2024); 60+ companies since 2018 BusinessWire · archived |
A single-vertical creation platform compounds. We stand up the regulated edge per NewCo. |
| AWS forward-deployed engineering | Embedded build capacity sold into enterprises | AWS commits US$1B internally (Jun 2026); OpenAI and Anthropic FDE joint ventures reported at US$4B and US$1.5B valuations TechCrunch |
Capability into the incumbent, never a company out of it. Suppliers to this motion. |
Nobody in the table combines agent-native delivery, a standing set of domains and surfaces, and a repeatable way to stand up a regulated edge. That intersection is the offer. thesis
Same factory. Two second acts.
Extend into the vertical your customers enter next.
You know the next purchase before anyone else. Lend the demand by contract; the NewCo owns the edge. Or own the disruptor of your core as a separate company.
Enterprises → For private equityRebuild a portfolio company’s commercial function end to end.
When the function has emptied, nobody is left defending the old process. Rebuild it on business-as-code inside the company, then repeat it across holdings.
Private equity →The team behind the platform under rocketauto.com.
do.enterprises is run by the team that built and operated the commerce platform behind rocketauto.com.
The same team's vehicle data and commerce platform, auto.dev, is live and self-serve today: anyone can open it from a browser and use it without talking to us. live · self-serve
Engagement terms, and the party you contract with, are set out in the engagement letter before any work starts.