Workflows
Screening, diligence, the memo
Three gates decide a deal: is it worth hours, does it survive them, and can you defend it in the room. Navent runs all three the way your firm does — every process here is yours to adopt, edit or replace.
Drop in the deck. Navent reads it into a company card, fact by fact, each one linked to the slide it came from, then runs the first-look checks side by side: what they do, fit with your thesis, market and competition, founders, and what would stop you. Every criterion is scored against a section of the thesis your partners wrote, and the score points at the line it came from.
What you get
- A fit table, criterion by criterion: strong, partial, weak or unknown
- Two emails drafted, the meeting and the pass, both specific — Navent never says which to send, and never sends either
- The deck’s adjectives left out: “leading” is a claim, not a finding
A deck worth hours moves to diligence, and everything found in screening moves with it.
A process map runs the deal, from thesis fit to the decision itself. Each step carries the instruction it will follow and the evidence it expects — yours to edit, or to replace with the method your firm already works to — and nothing runs until a named person approves that step. What comes back arrives pending, with its sources, until somebody rules on it.
Underneath, the work divides into the questions that actually decide the deal:
The market
The deck’s market claims are lifted out with the slides they sit on, then the number is rebuilt from the bottom: who the buyers are, how many, and what each one pays. A figure that arrives without a period or a definition is reported as such, not quietly assumed.
The competition
Competitors, funding history, patents and trade marks come from named registers, asked by company name. Anything headed for the open web passes a guard first: it knows the deal’s own names, read out of the deal’s own documents, so a question can be rewritten or refused before it gives the deal away.
The data room
Revenue quality, retention, concentration, unit economics: the commercial questions worked against the documents, each answer citing the passage it rests on. Where the room holds nothing to answer a step, that is written down as a finding rather than passed over.
Cap table and terms
Who owns what, and what you would be inheriting. The cap table, prior terms, IP ownership and the material contracts are asked for by name, side letters included — and the instruction is blunt about the trap: never assume the SAFE stack converts at the headline cap.
Reference calls and your own notes
Some steps can only be answered by a person, and your process says which. Call notes enter the room as documents, take a label like anything else and become citable; the finding you write from them carries your name and counts the moment you save it.
What you get
- The instruction each step follows, in front of you before you approve it
- Evidence the room lacks, written down as a finding in its own right — no model, nothing spent
- Register and public-record contradictions raised automatically, by plain comparison rather than a model
It is assembled only from findings a person accepted; the composer is never handed the data room again. Your sections and headings shape it, and what did not make it is listed rather than quietly dropped.
What you get
- Stated as unexamined: every step nobody answered, named with its question
- Not in the memo: pending, challenged and rejected findings, each with its ruling
- Exported with an evidence appendix: every claim, the finding under it, who accepted it, and its sources
One table across the firm: how far each deal has got, and what it is waiting on — blocked steps, findings to decide, labels to confirm. Deals that have gone quiet say so themselves. A deal you decide on stops: the server refuses new runs, while the whole record stays readable.
What you get
- Sorted by what needs attention, not alphabetically
- Why you passed, kept and readable, for the round that comes anyway
- The original findings in front of you when the company returns
Case study: follow-on decisions with the full history in view
Start where it hurts most
Most funds begin with the data room. We’ll have it running on a live deal in week one.