Incubation & Ecosystem

Ventures we are building. Support around them.

See RBD’s current ventures, the six capabilities we scope around a venture, and how we work with founders.

Discuss your ventureSee the ventures
Current ventures

Ventures in the RBD ecosystem

RBD’s current ventures, each shown at its actual stage.

In development

DalOS

DalOS is an AI operating-system project that brings knowledge, connected tools and everyday workflows into one spatial environment, with controlled, traceable execution.

In development. No release date, users or partners are claimed.

DalOS Spatial interface: a dark contextual canvas with a top bar, one featured decision about dinner with three action buttons, and a bottom navigation bar
DalOS prototype interface, shown with sample data.
More about DalOSHide more about DalOS

Overview

It is designed to bring knowledge, connected tools and daily workflows into one environment where execution stays controlled and traceable.

  • Connects structured knowledge, information, tools and workflows
  • Chief-of-staff, assistant and project-management layers
  • A spatial interface
  • Controlled, traceable execution: work done by connected tools is intended to stay within set controls and leave a record
DalOS concept architectureA labelled concept diagram, not a screenshot: a spatial interface sits above chief-of-staff, assistant and project-management layers, which connect structured knowledge and information with tools and workflows, all under controlled, traceable execution.Spatial interfaceChief ofstaffAssistantProjectmanagementStructured knowledgeand informationTools andworkflowsControlled, traceable execution
Concept architecture, not a screenshot. It shows how the project describes its layers.

Notes

No personal workspace data, logs or credentials are shown.

Sources

Interface: an unaltered screenshot of the DalOS prototype.

Architecture: drawn for this page from the project’s description; not a screenshot.

Earlier demo: a separate DalOS demo, not the interface pictured. Open the earlier demo (opens in a new tab). Permission may be required.

Prototype

Meet your Match

Find people to play with. Turn shared games into real-world connections.

A prototype. No live bookings, launch, user numbers or partners are claimed.

Explore MYM website (opens in a new tab)Public concept siteTry MYM app prototype (opens in a new tab)Private prototype — permission may be required
Find your game.Find your people.Find your place.Meet your Match player app prototype: the home screen with Join, Create and Challenge buttons, a challenge to review and upcoming games
Player app home screen, shown with sample data. Cropped preview: the full screenshot opens in the viewer.
Meet your Match player app prototype: the opening screen listing ten games
Player app opening screen, shown with sample data.
Meet your Match concept website hero: Find people to play with in London
Concept website hero, shown with sample content.
More about Meet your MatchHide more about Meet your Match

Overview

It is designed to turn discovery into organised games and repeat play, with connection through shared activity first and booking in support. Examples include padel, pickleball, table tennis and chess.

  • Compatible people, real-world games and social connection — not primarily booking
  • Join, Create and Challenge, in casual or competitive play
  • Separate Player, Venue and Administrator experiences
  • A journey from discovery to match, meeting, play, verified result, rating and reconnection
  • Padel, pickleball, table tennis, pool, snooker, darts, chess and backgammon, with social-only Texas Hold’em and gin rummy. No wagering

Notes

The concept site and prototype use sample players, venues and games. Nothing is booked, paid or recorded.

Sources

App screens: the player app prototype.

Website visual: a crop of the hero of the public concept site.

Concept

The Eden Objective

The Eden Objective is a proposed hospitality model in which personal growth and shared experiences support community participation and environmental regeneration.

A concept. No site, financing, partners or environmental outcomes are secured.

Explore Eden concept (opens in a new tab)Public concept site
The Eden Objective public website concept homepage: a Victoria Falls landscape with the headline The Earth sustains us
Eden website concept homepage. The landscape is real; no Eden site is confirmed. Photo: Diego Delso, CC BY-SA 4.0, via Wikimedia Commons.
More about The Eden ObjectiveHide more about The Eden Objective

Overview

It is designed to use hospitality as the economic engine, with communal participation as the cultural model.

  • Personal growth as a vehicle for collective renewal
  • Experience-led hospitality intended to fund delivery, local livelihoods and regeneration
  • Eden Habitats as living environments, with Guardianship as care and stewardship beyond paid membership
  • A proposed seven-night programme: rest, feel better, learn, grow, connect, contribute
  • Locations are planning ideas only

Notes

The public demo is a website concept. Its bookings, prices, Passport and impact figures are simulated, there is no live inventory or payment, and no properties or results are claimed.

Sources

Homepage: the public website concept, captured on 19 October 2026.

Photograph: Victoria Falls, by Diego Delso, licensed CC BY-SA 4.0, via Wikimedia Commons.

Capabilities

Six capabilities, scoped to each venture

Final scope, responsibilities, timing and fees are agreed with you, and availability depends on the venture.

Strategic direction

Clarity on the proposition, priorities and milestones.

  • Proposition brief and assumption log
  • Priorities and milestone roadmap
  • Named decision owners

Agency support. Brand and design work helps clarify the proposition, identity and customer experience.

Scope, outputs and limitsHide scope, outputs and limits

What the work includes

  • Clarify the customer, the problem and the proposition, including the alternatives a customer has today
  • Prioritise the assumptions and decisions that matter most
  • Set a roadmap with milestones
  • Review scenarios and trade-offs

What it gives you

You know what to test next and where to use limited time and money.

What you provide

Your current proposition, any evidence you have and the constraints you work within.

Limits

This work structures decisions. It does not guarantee that an idea is validated.

Commercial foundations

Financial planning, structure and responsibilities.

  • Business-model summary with budget and cash view
  • Risk and dependency list
  • Questions for finance or legal advisers

Planning support, not regulated legal, tax or investment advice.

Scope, outputs and limitsHide scope, outputs and limits

What the work includes

  • Describe the business-model logic: who pays, for what and why
  • Map revenue and cost drivers
  • Build budget and cash scenarios
  • Raise structural and governance questions, and who is responsible for what

What it gives you

A clearer view of how the venture could earn and spend money, and which questions need specialist advice.

What you provide

Current costs, pricing ideas, any financial records you choose to share and your structure as it stands.

Limits

Forecasts are assumptions, not results.

Market development

Positioning and routes to customers.

  • Audience and value proposition brief
  • Route-to-market test plan
  • Validation questions and learning measures

Agency support. Marketing work tests audiences, messaging and routes to market.

Scope, outputs and limitsHide scope, outputs and limits

What the work includes

  • Identify customer segments and who to speak to first
  • Sharpen positioning and the value proposition
  • Plan validation conversations
  • Form route-to-market hypotheses, then set sales and channel priorities
  • Agree how feedback will be gathered and measured

What it gives you

Your offer is linked to intended demand, and you can see which routes deserve more effort.

What you provide

What you know about customers today, your offer and any early feedback or conversations.

Limits

This is venture development work, not an advertising campaign service. It does not guarantee customers or sales.

Product and operations

Building and improving the product and digital capability, and the workflows that deliver it.

  • Product scope, prioritised backlog and prototype brief
  • Workflow map and operational improvement plan
  • Integration and automation priorities

Agency support. Digital development builds prototypes, websites and applications; operations work creates workflows, integrations and reporting.

Scope, outputs and limitsHide scope, outputs and limits

Two related areas of work.

Product and digital execution

Work to decide what a venture builds first and how it tests it. It works alongside Operational development, which covers how the product is delivered.

What the work includes

  • Define use cases and the minimum viable scope: the smallest version worth testing
  • Prototype and test with the people it is for
  • Prioritise what to build next

What it gives you

What the venture promises is linked to what it can build, and effort follows what testing shows.

What you provide

Product ideas or existing builds, who the users are and the tools already in use.

Operational development

Work to make delivery repeatable. It works alongside Product and digital execution, which decides what is built.

What the work includes

  • Map how the venture delivers: workflow, roles and handovers
  • Choose integration and automation priorities
  • Plan handover and operational measures

What it gives you

Less avoidable manual work and delivery that is easier to repeat.

What you provide

How work is done today, who does it and the tools in use.

Limits

A prototype is not a live product. Nothing here guarantees a launch. This is planning and prioritisation support. It does not guarantee efficiency gains.

Core capability

Investor readiness

Build a clear, evidence-backed investment case. We help founders connect the proposition, commercial assumptions, evidence and delivery plan so an investor can understand the opportunity, its risks and the purpose of the capital sought.

  • Readiness assessment and action plan
  • Investment narrative and pitch materials
  • Financial assumptions and evidence index

Investor readiness is a core RBD skill. It is not certification, investor approval or a guarantee of funding.

Agency support. Agency narrative, presentation and design support can help; it is not a promise of funding or financial or legal advice.

Scope, outputs and limitsHide scope, outputs and limits

What the work includes

  • Investment narrative and pitch preparation
  • Financial assumptions and use-of-funds planning
  • Supporting documents and diligence preparation
  • Founder presentation and question preparation

What each deliverable covers

  • Readiness assessment and action plan. Review current materials, identify evidence gaps, prioritise work and assign owners before investor conversations. Founder value: Know what needs attention and what can be credibly supported.
  • Investment narrative and pitch materials. A concise investment story, pitch-deck structure and executive summary covering problem, customer, proposition, market rationale, business model, team, progress, risks and next milestones. Founder value: Communicate a coherent case without overstating progress.
  • Financial assumptions and use-of-funds plan. Organise forecasts, key drivers, scenarios, cash needs and the links between requested capital and operating milestones. Founder value: Explain the amount sought, what it enables and the assumptions behind it.
  • Evidence and diligence index. A structured checklist and index of available supporting documents and missing items, with ownership and version tracking, to prepare for diligence (the checks an investor makes before committing). Data-room organisation (an organised set of documents with controlled access) where agreed. The founder retains control of access, and nothing is shared without consent. Founder value: Locate supporting information and respond consistently.
  • Founder preparation and next-step brief. Pitch rehearsal, likely investor questions, documented unresolved questions and a prioritised follow-up plan. Founder value: Enter conversations better prepared and understand what still needs work.

What it gives you

Clarity on the business case, a more consistent set of materials and a practical plan for addressing gaps.

What you provide

Your proposition and the evidence behind it, any existing pitch or financial material, the purpose of the capital and the milestones it supports.

Limits

Internal review is not investor diligence. Forecasts are assumptions, not achieved results. Preparation can be undertaken on its own; investor acceptance and funding remain separate decisions.

Discuss investor readiness

Private capital access

Create a considered route to relevant capital conversations. We help founders clarify the type of private capital they are seeking, assess fit and coordinate appropriate introductions where available and agreed.

  • Capital requirements brief
  • Investor-fit criteria and route map
  • Approved introduction pack, where agreed

Introductions, investor interest, diligence, terms and funding depend on suitability, availability, investor decisions and agreed terms. Capital is not guaranteed.

A target list does not prove access or investor interest. You approve recipients and material before anything is shared. This service does not include investment advice, brokerage, negotiating transactions, regulated arranging (arranging investments for others, which is regulated in some jurisdictions), legal or tax advice, or execution.

Scope, outputs and limitsHide scope, outputs and limits

Suitability review

Before any outreach we check whether the type of capital, the stage, the timing and the amount sought fit the venture, and whether the materials are ready. If readiness gaps emerge, preparation comes before any outreach.

What each deliverable covers

  • Capital requirements brief. Purpose, amount or range if provided by the founder, milestone needs, timing and founder preferences. No amounts are invented and there is no recommendation to accept terms. Founder value: Frame the capital conversation around actual business requirements.
  • Investor-fit criteria and route map. Criteria based on stage, sector, geography, capital requirements and strategic fit. A researched target list is produced only if commissioned, and is not proof of access or interest. Founder value: Prioritise relevant avenues.
  • Approved introduction pack. Teaser or summary and pitch materials, a consented recipient list and disclosure boundaries. The founder approves recipients and material before anything is shared. Founder value: Control how the opportunity is presented.
  • Introduction and conversation coordination. Introductions only where relationships and availability support them. Meeting preparation, scheduling and a record of responses where agreed. Founder value: Keep conversations organised and context consistent.
  • Follow-up and diligence coordination log. Track questions, document requests, owners, actions and next steps. Specialist questions are referred to appropriate advisers where required. Founder value: Maintain visibility and avoid lost follow-ups.

What it gives you

A clearer capital brief, more focused conversations, control over disclosures and a visible record of next steps.

What you provide

The purpose of the capital, an amount or range if you choose to share one, timing, preferences and any existing investor conversations. You approve every recipient and every document before anything is shared.

Limits

No meetings, investor interest or capital are guaranteed.

Discuss private capital access
How we work

How delivery works

RBD sets priorities and keeps strategic oversight. The agency and specialists deliver the work. The founder owns the venture. Each relationship is assessed individually.

How an engagement runs

  1. Venture prioritiesLearn the problem, the customer and where the venture stands. RBD helps set what matters next.
  2. Assess the opportunityConsider the evidence and what would need to be true for progress.
  3. Agreed programmeSettle scope, responsibilities, resources and commercial terms before work begins.
  4. Agency and specialist deliveryThe agency and specialists do the work. RBD keeps strategic oversight; the founder keeps ownership.
  5. Evidence and milestone reviewLook at the evidence against milestones, learn and adjust the plan.

Where RBD invests agency services

Where RBD agrees to invest agency services, it contributes specialist time and execution capacity alongside strategic support, so work goes toward a meaningful milestone and evidence. This can help a venture progress while preserving cash and reducing fragmented supplier coordination, but it is not guaranteed and not every venture receives services or cash. There is no standard equity or fee model: any service investment, and any capital introduction, is agreed case by case on terms set with the venture.

Fit questions and what we ask forHide fit questions and what we ask for

Questions we ask about fit

  • What problem does the venture solve, and for which customer?
  • What progress or evidence exists so far?
  • Who is in the team?
  • What constraints does the venture face now?
  • What support is required?

What we ask you for

  • Your proposition and current stage
  • The evidence and materials you already have
  • The purpose of the capital and the milestones it supports
  • Constraints and timing
  • Existing investor conversations and preferences, only if you choose to share them

Please leave sensitive documents and confidential financial information out of your enquiry note. Investor readiness and private capital access can be scoped separately, and neither guarantees investment.

Discuss your venture