WE build
With you
Co-Created helps other companies test new ideas and stand up new business lines faster than they can on their own.

We are a global collective of entrepreneurs, builders and operators with experience launching our own products and scaling businesses. We partner with others to discover unmet needs, test new value propositions, experiment and iterate, and ultimately launch new concepts that make an impact.
Work with us
Since 2010

$8.4B+ In enterprise value created

90+ New ventures launched

250+ Entrepreneurs in our network

55+ Corporate partners

Launching new ventures is hard

We’ve crafted a process and playbooks, based on our years of successfully (and unsuccessfully) launching new ventures, to help corporations and entrepreneurs navigate each step, from ideation to execution.

Our model brings together corporations seeking to innovate and experienced entrepreneurs ready for their next venture, allowing us to quickly unlock paths to solve the problems keeping people up at night — and systematically bring them to life as new ventures that make an impact.
We are partners, not consultants. We collaborate, work alongside you and love getting our hands dirty.
We activate our global network of EIRs and sector execs to surface real needs and quickly identify value props that can scale.
We are Founders and operators at heart. We are nimble and bring startup speed together with enterprise know-how.
We scaffold our teams with time-tested tools and processes (and, of course, AI) to validate and build new concepts, fast.
Work with us

We’ve partnered with great companies to co-create with purpose.

Ventures We’ve

centralized cyber security monitoring solution
micro-batch beer and custom packaging personalized for you
organizational cybersecurity designed for human behavior change
software platform making contracts easier to understand
bar services platform that levels up the office drinks hour
package exception tracking and analytics platform for ecom companies
financial platform that enables the modern family to thrive
cybersecurity concierge for automotive fleets
platform connecting psoriasis patients with professional nutritionists
innovation insights powered by the expertise of people on the forefront of markets
risk assessment and mitigation, one contract at a time
subscription service for dog dental care
english language learning platform for business professionals
online marketplace to connect venues with brand activation experiences

Our Entrepreneur Collective

The Co-Created model brings together some of today’s sharpest entrepreneurial minds. They tend to share an intellectual curiosity, a bias toward action, and a drive to find their next venture. Our Entrepreneurs in Residence (EIRs) work and iterate with our corporate partners and with one another to identify compelling problems, explore new opportunities, and build game-changing ventures.
Patient-driven telehealth. Raised $870M+ to date.
Making the world a better place for dogs and their people. IPO in 2021.
Office management software. Raised $97M+, acquired by WeWork.
Smart, seamless freelancer tools. Acquired by Fiverr.
Social investing app.
Raised $23M+ to date.
Functional, healthier booze alternative. Best of Wirecutter 2022 and selling globally.
Tech nonprofit connecting hungry people with free food.
Progressive project based school serving hundreds of NY families.
Improving wildfire resilience.
Supporting over 150,000 homes.
Road-based cleantech solution generating electricity at high traffic facilities.
Digital, automated property management solution.
Writers collective trusted by 40k+ curious business people.
Audio publisher that identifies, funds, produces, and distributes timeless audiobooks
Turning coffee sustainable, reducing 371 tonnes CO2 annually
Our story is about lightbulb moments.

Over a decade ago on an airplane, our founder encountered a corporate executive struggling with a big problem— that moment was the catalyst for us to create a bridge between the corporate and startup worlds, leveraging the startup mindset and agility to solve big, impactful corporate problems.
Co-Created Insights

Perspectives & Assignments

At Co-Created, it’s our job to distinguish signals from the noise and work with our corporate partners to pursue new growth opportunities. Hear direct from our experts and read examples below of how our approach starts with trusted partnership and leads to shared success.

Financial institutions of all sizes will no longer be able to rely on steady paychecks.
Ron J. Williams
July 9, 2024
5 min read

Hi there,

What if I told you that Primary Banking, as we know it, was dead?

Since the old days, the “gold standard” for growing a consumer banking businesses has been relationship banking.

Become the one institution a household primarily relies on. Win outsized share of wallet. Easy to understand. High ROI if you got it right. Primacy for the win.

The playbook was simple:

1. Deliver decent onboarding: Make it easy to walk into a bank and open a primary checking or savings account. Incentivize connecting that account to payroll, and get direct deposits every two weeks.

2. Create consistency: Provide seamless coverage across products with a skilled account manager and a good CRM (customer relationship management system). Cross-sell into higher margin products and services like credit cards and wealth management.

3. Remain relevant: As customers approach major milestones (Getting your first car? Buying a house? Saving for college?) put relevant offers and rewards in their path and cross-sell into a multi-line relationship.

Done right over time, you’ve increased loyalty, earned sticky deposits that provided a low-cost source of capital to grow a lending business, and transitioned a single account holder into primary banking relationship.

But, a few things have changed that are making it harder to predictably win “primacy.” Perhaps even more concerning for institutions, is the possibility that idea of primacy itself may be gone for good.

So what’s changed/changing?

Competition and fragmentation of deposits

A near-zero interest rate environment and explosive FinTech innovation created an unprecedented level of competitive pressure on every part of banking over the past 15 years. Almost overnight, consumers could send money faster, borrow more cheaply and — even with small balances — be offered superior interest rates just for opening up new deposit accounts. Ultimately, while most consumers did not move all of their money to challenger banks and digital wallets, a shift in willingness to have multiple relationships did occur. From new banks, to payment apps, to embedded finance players, consumers suddenly had lots of new places to stash deposits.

More informed consumers with real needs

I recently wrote about the rise of the “bionic consumer” in the context of the shifting power dynamic between providers of commodity services and their customers. One big takeaway was that it’s now easier than ever for customers to understand and optimize all of their purchasing decisions:

Do I have the right financial products (rate, reward, cost, service, values, etc) given what my needs are today?

The even bigger takeaway is that consumers will be able to passively optimize their financial lives; their AI money “agents” will hunt, compare, and analyze choices and changes in the market for them 24/7 across a huge set of factors and dimensions.

Better informed customers navigating a challenging economy will mean more demands on every provider and a greater portion of deposits up for grabs.

Open banking and money servers

As US regulators establish the particulars of what open banking will look like, one thing seems clear: much like in the UK, the advent of open data and seamless account-to-account (A2A) money movement will likely increase fragmentation and impact share of dollars kept in the “primary banking” relationship unless that provider is serving up the very best rates.


  1. Ease of A2A money movement
  2. Rules-driven (aka algorithmic) money movement based on risk appetite, timing of different cash flow needs and yield

In the future your average family may break *all* of their money up into buckets they need to access over 15, 30, 60 and 90 days+, with AI “re-balancing” their money all the time to optimize.

Sounds a lot more like web servers than static financial deposits, doesn’t it?

While this future of an always on, always optimizing version of consumer banking might not be a reality tomorrow, it feels almost certain that financial institutions (FIs) of all sizes will no longer be able to rely on steady paychecks (we didn’t even touch the explosion of 1099 income) into a direct deposit account as a predictor of primacy.

So what, then? A new time calls for a new playbook.

Enter the  “Command Center” strategy: Become the very first place consumers turn to when they are even thinking about what to do with their money.

The Command Center strategy has a few key elements that banks will need to address:

  • From walletshare to mindshare: Moving from simply being a payment method or a place to store money to being a trusted partner and co-pilot
  • Lead with help: To be a partner, banks will need to create value in non-traditional, non-transactional parts of the journey. Don’t wait until a person is ready to buy a house to compete for their attention with rate and rewards… Give them tools and experiences to make and manage their long term buying plan.
  • New kinds of partnership models: Consumers have a large and increasing number of FI relationships. Rather than try to get those consumers to switch completely in service of the traditional primary relationship, smart institutions will leverage their institutional platforms to convene partners and create robust experiences; capturing commercials even when they don’t fully own the journey end to end.

We’re all going to need to learn new tricks to serve tomorrow’s customers in a dynamic market with new rules:

“I didn't come here to tell you how this is going to end. I came here to tell you how it's going to begin.” - Neo

You ready?


Ron J Williams

Partner at Co-Created, Empire Startups Contributor

Contact our team to start a conversation!

Team's remit was to look for opportunities to accelerate growth and spot emergent trends that will impact the business. They wanted to launch a new digital product for families.
Daniel Shani
June 28, 2024
5 min read

The Assignment

Citi Ventures is the ventures and innovation arm of the bank. The team's remit is to help catalyze innovation and look for opportunities to accelerate growth. Spotting new and emergent trends and understanding the behavioral, structural and technological changes that will impact the business is part of the mandate.

The product development team wanted help to build a business case and launch a digital first product that addressed a financial pain point for families.

The Solution

Starting with ‘Modern Family’ as the foundation, Co-Created kicked-off the ideation process with a week-long intensive workshop with specialists from the consumer bank product and tech teams, external subject matter experts, and seasoned tech founders. Co-Created then did a customer discovery deep dive – bringing in real people (consumers) to hear directly what challenges they were facing and what services they wanted from their bank.  These sessions, complemented by prior research, helped our team create a half dozen family 'archetypes' to broaden our exploration of problem categories, market segments, and consumer needs, in order to ideate across a range of potential solutions. In short order, our process facilitated and forced prioritization to land on the top three concepts. At the end of the week, we delivered three high-fidelity pitch decks (“Lean Product Plans”), each one for a discrete, disruptive concept, one of which was a way for co-parents to seamlessly manage and track shared financial expenses related to their children.

Co-Created then worked with the Citi team to drive the in-market validation process. This first phase we call “signal mining” – a sprint (in this case 10 weeks) designed to help us get closer to customers and validate the critical assumptions underpinning the concept, primarily which problems and value propositions resonated most with different target customer segments (co-parents in this case). Following this phase, with strong signals (validation) around concept resonance and cost per lead, Co-Created moved to the MVP phase in which they designed, built and launched an iOS app in the app store under independent (non-Citi) branding within roughly two months. Over the following four months, Co-Created iteratively launched marketing tests and product designs to progressively improve key metrics. The product launched first as a simple free collaboration tool for co-parents. Despite intentionally not building a fully featured app with money movement, Citi saw unprecedented monthly engagement per user compared to its own mobile app.


  • 4,000+ downloads in the first two months after launching with limited marketing. 
  • Executive support for a spin out in 2021 – Onward
  • Onward then went on to raise over $13 million across its Seed and Series A fundraises, including investment from the Citi Ventures fintech team
  • A new playbook for the Personal Banking business

How can we help you?

Contact our team to learn more

The Brooklyn venture ecosystem is thriving! Co-Created Partner, Ron J. Williams, attended the Brooklyn Founders and Funders event during NY TechWeek.
Ron J. Williams
June 12, 2024
5 min read
It’s our job to understand the new and emerging signals we are seeing in the market and to help our clients and partners spot opportunities for growth. As part of our “Field Notes” series, our partners share what they are seeing and hearing at key industry events plus their💡quick thoughts.

Co-Created Partner, Ron J. Williams attended the Brooklyn Founders and Funders event during NY #TechWeek at the Domino Sugar Factory in Williamsburg. The event brought together founders, operators, and investors to hear about the latest trends and enabling tech that are driving innovation across the ecosystem. Event hosts included Elana Berkowitz of Springbank VC, Aubrie Pagano from Alpaca, and Elliott Robinson of Bessemer Venture Partners, among others.

Below is just a snapshot of what he heard on the ground (and, as always, his hot takes) –
  1. Is Brooklyn in the House? Without a doubt. ;) The Brooklyn venture ecosystem is thriving! There was an incredible diversity of venture focus from health and wellness to fintech, sustainability, learning and development, adtech as well as a healthy number of folks thinking about what I now call “famtech” (solutions focused on easing the burdens around raising a family, providing for a family and keeping everyone (including yourself) healthy.
  2. Impact, impact everywhere. I was excited to hear about the unapologetic interest in commercial ventures that improve the human condition. I got to join several conversations about how parents are navigating the process of getting advice and/or diagnoses for children who may be displaying learning or developmental differences, and the incredible challenges around that. I also got to hear about some of the incredible work the PINE Program team (a venture out of NYU) is doing at the intersection of building more inclusive classrooms (for kids of all kinds with learning differences, starting with ASD) and the K-12 professional development (“PD”) ecosystem. Fun fact: we spend more than $10B a year on PD in US public schools even though methods for training teachers haven’t been updated in 40 years. 
  3. Keeping it Real..Estate: I talked to several founders and Commercial Real Estate professionals who are actively reimagining the future of built space; esp inside an evolving work ecosystem. One of the more interesting questions that kept coming up was around trends on residential vs commercial space. Folks keep wanting to move here to *live* but in a post-covid world, space needs to be flexible in terms of usage and ease with which it can be reconfigured. One founder was talking about leaning into the idea of “3rd space” (i.e. not home, not office but other places you access as needed) as experiential. Instead of the utility of office space, might I wind up exploring the city differently if I could plan where I worked around local delights? Maybe even with my girls on daddy-daughter office days (read: camp or school out and I’ve got no childcare), we can turn work trips into adventure time.

In summary, as a guy who almost left Brooklyn in 2008 to head out west because I wasn’t sure there was enough vital ecosystem energy, it feels like we’re just getting started. The future of building the future is distributed. It’s not on one elite road in California where a bunch of VCs hung a shingle over the past 50 years.

It’s wherever the people, problems and community of intrepid problem solvers meet. And Brooklyn is for sure one such place. We’re just hitting our stride.

Stay tuned for more from the field!

If you need help exploring, unlocking and doubling down on the future, reach out to the team.

Within four months, the HP Labs team was able to advance from the exploratory stage to customer validation, working with several qualified partners on projects in flight.
Daniel Shani
June 6, 2024
5 min read

The Assignment

HP Labs excels at R&D and the broader organizational machinery is incredibly efficient at scaling operations around existing products. However, the executive team wanted help accelerating pipeline activity and bridging the gap in their commercialization process between R&D and compelling commercial opportunity. Several projects had been in various stages of development for years, without a clear path to market. Co-Created stepped in to help identify and prioritize the strongest use cases for driving organic growth and new revenue streams and developed a repeatable process to commercialize new IP as it emerges/matures.

The Solution

Our team bridged the gap between R&D and market success by helping the executive team align on new opportunities, increase agility, and go to market with anchor customers. The engagement kicked off with technical presentations by the R&D leads, and continued through a structured, phased approach to surface a wide variety of potential use cases and hone in, with increasing levels of validation, on compelling commercial opportunities. Co-Created facilitated working sessions with the R&D teams and executives, conducted extensive market research and discovery, and engaged with dozens of industry experts and prospective customers through its own outreach across the use cases identified. 

To help prioritize use cases and force decisions throughout the engagement, we leveraged a scorecard, consensus voting, and templated use case summaries and business cases. The scorecard, for example, was customized to HP Labs commercial and strategic criteria, and enabled the collective team to evaluate dozens of potential use cases in a structured way – looking at evolving market dynamics, shifts in consumer behaviors, the size of the opportunity, technical feasibility, and the competitive landscape. The ultimate goal was to narrow in on the few most compelling opportunities that had strongest alignment to HP Labs’ strategic priorities, biggest market opportunity, and clearest signal of demand from large, qualified customers.

The three most impactful capabilities Co-Created brought into the process were (1) digesting and translating technical descriptions into market-ready propositions, (2) bringing structure and granularity to evaluating use cases and the criteria that matter most, and (3) spearheading market outreach and direct customer engagement. 

Co-Created engaged directly with the research teams, over several working sessions, translating their ‘technical’ info into market-facing value propositions and critical assumptions to be tested further when surfacing business use cases and validating customer interest. Prioritization, through scorecard evaluation and use case ranking, was based on factors such as market size, potential for differentiation, alignment with the company's strategic goals, and the feasibility of development and commercialization. To engage prospective customers and validate use cases, we leveraged our global network of corporate clients and subject matter experts, as well as third party platforms and direct cold outreach, to find the right people in market. We iteratively built up our understanding of and point of view on the use cases, digging deeper in each phase of the engagement as we progressively narrowed our list to the prioritized few.

By building out the detailed business cases with direct input from prospective customers, Co-Created helped cultivate relationships and build credibility with those customers – making way for an organic transition to negotiate and sign Letters of Intent (LOIs) with those customers for large scale pilots. This step was about moving from theory to action, translating strategic planning into tangible partnerships and projects. Finally, we handed off the projects in flight to HP Labs’ corporate development and supporting teams. 


Within four months, the HP Labs team was able to advance from the exploratory stage to customer validation, working with several qualified partners on projects in flight. The HP Labs team built conviction around the prioritized use cases, as well as those opportunities not worth pursuing. This rapid progression from early thinking to actionable plans for commercialization underscored the fast paced, structured process that Co-Created applied to R&D commercialization.

The overall process was incredibly iterative, data-driven, and collaborative. It involved constant feedback loops with the market and the HP Labs teams, ensuring that every decision was backed by solid market-based feedback and validation and had internal buy-in. The ability to sift through dozens of potential use cases and pinpoint the most and least viable ones demonstrated a strategic clarity and focus that can be lacking in traditional R&D processes.

How can we help you?

Contact our team to learn more

It’s our job to understand the disruptive trends that we are seeing in the market and help our clients and partners spot opportunities for growth.
Daniel Shani
May 20, 2024
5 min read

It’s our job to understand the disruptive trends that we are seeing in the market and help our clients and partners spot opportunities for growth. As part of our “Field Notes” series, our partners share what they heard at key industry events.

This week, Daniel Shani, attended the ADRP: The Association for Blood Donor Professionals annual conference with our client, Delcon, to share more about our collaboration and to help increase engagement with blood centers.

Here are some of the challenges the industry is facing and some forward-looking solutions that are driving progress:

  1. As you’d expect – when a patient with medical bleeding or severe trauma is in transit to the hospital, every second counts. Life saving blood transfusions are given at the hospital, and travel time delay with EMS often has dire consequences for patients. Some leading organizations are collaborating to test making blood available on EMS vehicles (ambulances and helicopters) and are already demonstrating impactful results.
  2. There is a big imbalance in the diversity of the US donor pool. Over 70% of donations come from caucasian males. As little as 2% of donations come from African American donors. The diversity of the donor pool is super important for a variety of reasons, but especially for conditions like sickle cell disease, primarily affecting African Americans, where the donor’s genetic likeness to the recipient is critical for effective transfusion. Alayna Maxson and her team at Solvita are pushing boundaries and seeing results, nearly doubling their participation by African American donors in a 2 year timeframe. They followed a rigorous social science research framework to really understand their audience, and translated their findings into direct community engagement, debunking of common misconceptions and perceived risks, and tailoring of incentives and operating hours to best meet the community’s needs.
  3. Lots of prospective donors drop off during the online booking process and there are lots of innovations around finding ways to make it more convenient for blood donors to get the information they need, including the use of new technology and AI. As estimated 35-40% of donors that begin the appointment booking process, drop off before confirming an appointment. That represents a huge amount of effort and resource to engage a donor that does not ultimately convert into a much-needed donation to maintain blood supply levels. New solutions range from AI chat bots to white glove service concepts, aimed at delivering a better donor experience and presenting the right information at the right time, all while reducing the level of effort and input needed by short-staffed blood center teams.
  4. Bonus✨ New line we heard and loved: What’s the rock in your shoe? We often ask about problems keeping people up at night. This is a different flavor that really effectively gets at a wider range of day to day issues – constraints slowing down your team, blocking step function improvement, or sapping people’s motivation.

If you need help solving a complex problem, building a new solution, or unlocking new ideas for good growth, reach out to the team.

2024 ADRP Annual Conference, Delcon exhibit booth - YES, we helped assemble and break down everything! (Credit: Daniel Shani)
2024 ADRP Annual Conference, Delcon exhibit booth & latest devices (Credit: Daniel Shani)
2024 ADRP Annual Conference: The team! (Credit: Daniel Shani)
Want to think about the future? Grab some time with expert consultants. Want to actually build the future? Find yourself some fully committed partners willing to run through walls.
Ron J. Williams
May 12, 2024
5 min read

I’m a partner at Co-Created, one of the few “venture builder” firms specializing in helping large organizations make big, strategic bets on building better futures (aka “good growth”). That means I spend a LOT of time thinking about how we deliver real value. Not just ideas, workshops, and decks full of theoretically sound recommendations, but real value. Real progress. Real outcomes.

In this rapidly changing world, the needs of companies, their customers and the world as a whole are shifting at warp speed, which means those of us who bring the “outside-in” must continue to evolve to meet corporate partners where they are at…with more than billable hours and advice.

How should we do that? Why do I think this way? Strap in…

(Easter egg at the bottom for music fans)

State of the advice business

Last weekend, I found myself with a rare hour alone (I have two little girls), engrossed in a Wall Street Journal article on the current state of management consulting. The headline: we are seeing a seismic shift in the industry. For the first time, leading firms are not just downsizing their workforce but are also parting ways with partners, a previously unheard-of practice. A 2022, a report cited that the management consulting market had grown to $973.67 billion in spend globally, reaching a fever pitch during the pandemic. So what changed in the last two years?

Rising interest rates, fears of looming recession, and an uncertain geopolitical climate has caused global enterprises to scale back investment in external “for-hire” expertise and change management. The environment is now very different from the record-setting years of early pandemic when large enterprises poured billions into consultant coffers to get help imagining transformation in an all-of-a-sudden remotely working, masked, terrified and economically dislocated world. Now, more companies are taking the reins themselves, increasingly choosing to internalize the monumental tasks of envisioning their futures and driving transformation.

This shift reaffirms a long-held belief of mine that the management consulting role and business model are rooted in a bygone era: One in which the pace of change in business was slower. Before software began “eating the world” and the information revolution brought us not just the world’s information in our pockets (thanks internet, qualcomm, apple, google) but now the means to critically analyze that information in seconds (thanks AI).

Management consulting’s core value proposition historically was about professionalizing ‘management’ itself: 1) helping good leaders consistently make great decisions in service of shareholder value and 2) managing complexity through rigorous research, analysis, and benchmarking to well-understood standards. The best do it so very well. And truly, some of the brightest and most successful executives I’ve encountered in business are former consultants.

The consultants aren't the problem. The model is.

The management consulting model is at its best when change can be easily dimensioned and predicted, based on historical precedent. But the accelerating pace of disruption over the last 30 years has demonstrated that exponential change from novel sources is impossible to accurately predict from the safety of your desk. Advice based on models does not cut it. You have to get your hands dirty building the future to really understand the future.

💡When access to expertise and critical analysis was hard to come by, establishing and standardizing frameworks that could then be packaged with advisory was brisk business.

💡So was becoming the trusted partner for optimization and financial engineering that signaled professional management, efficiency and fiscal responsibility. The street loved it all.

However, as the world adjusts to a pace of change that only continues to accelerate, the traditional consulting model of dispassionate, research-based opinion falls short. Why?

Because at some point providing opinions without having "skin in the game" or direct accountability for execution and the long-term success of the organization, leaves the "client" short.

In a breakfast of bacon and eggs, the chicken is involved but the pig is committed.

Tell me something I don't know

A former colleague at a large company once said to me that consultants are paid millions “to take your watch and tell you the time.” More generously IMO, management consultants often serve as highly effective tiebreakers, lending their reputation and brand weight to confirming what clients may already suspect, rather than challenging clients to explore less familiar, riskier, unventured paths.

This all hit home for me and our work at Co-Created when a corporate partner, who genuinely valued our collaboration, referred to us as "the best consultants" they had ever worked with. Great vibes to be sure, and yet I found myself internally stuck on the label. Consultants. Who, me? Us?

That moment led me to explore what truly differentiates a partner from a consultant. We at Co-Created consider ourselves “partners,” and “operators,” not consultants. Why? Because partnership is not about delivering a presentation and walking away; it's about ownership of outcomes, about being as invested in the success of an initiative as our clients are. It's about rolling up sleeves and doing the doing—opportunity identifying, venture building, growth fostering, co-creating—activities that go beyond advice and counsel. It’s getting in the trenches at all levels of the organization; digging in with the business leads, testing with marketers, building alongside the PMs, not just behind closed doors in the boardroom. We embrace risk, we innovate, we deliver—not just once, but repeatedly, iterating beyond the initial idea to truly meet the market and its real-world complexities arm-in-arm with our corporate partners.

Why "Partner" mindset?

We believe our role is to de-risk the future for our partners, transforming the first good idea into an even better reality through rapid experimentation and testing in the market. Our work with leading organizations across industries goes beyond advisory to actively participating in the creation and operationalization of real-world offerings;  often paving the way for these solutions to be internalized, built, and launched at enterprise scale by our partners.

Co-Created is composed of founders, operators, and builders who understand the gravity of taking risks for long-term growth and are willing to build that future alongside our partners. Our commitment is to not just predict but to actively shape the outcomes alongside our partners. In this rapidly evolving business landscape, our mission is to help companies boldly build better futures - delivering value beyond this quarter’s earnings call.

We don’t simply sell advice or time. We de-risk. We develop. We deliver. Beyond the deck. We value learning through experimentation, focusing on the right problems and moving fast because we know the only way to navigate uncertainty is to do.

So for those of you who maybe aren't familiar with how we use venture building to unlock impactful new growth and then double down, reach out. Always happy to chat.

For now let me quote the inimitable Jay Z:

Allow me to reintroduce myself.

My name is Ron J Williams, partner at Co-Created, and we are not consultants.

Reach out to start a conversation.

Invested. Committed. Here for it.

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