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Designing a successful corporate venture studio requires more than enthusiasm-it demands precision. With insights from Brian Bemiller (1848 Ventures) and Becky Splitt (Tenney 110), we explore what it takes to build new ventures that don’t just launch, but last. From governance to spinout strategy to talent, we break down the key design variables that separate high-functioning studios from corporate innovation theatre.
"There’s no one-size-fits-all model for a corporate venture studio. The most successful ones are tailored to their parent company’s structure, strategic priorities, and internal capabilities."
- Brian Bemiller, 1848 Ventures
At Highline Beta, we’ve spent years helping corporations design and operate venture studios. The biggest misstep we see? Treating the studio like another internal initiative. Studios only work when they’re structured for startups, not for status updates.
A tangible example: When we helped RBC Ventures launch Ownr, the goal wasn’t to just create a new revenue stream. It was to build a differentiated funnel that could drive SMBs into core business banking. This was only possible because the studio was set up to validate business models quickly, operate semi-independently, and focus on high-impact thematic areas.
Ownership models are another dealbreaker. We’ve seen spinouts fail when corporate parent companies cling too tightly to equity, making them uninvestable. Conversely, wholly-owned ventures often suffer from overbearing internal policies. That’s why we advocate for optionality - build in the ability to spin out or spin in depending on traction, without bottlenecking the venture team.
Lastly, validation needs to mirror pre-seed investor thinking. No 5-year P&L forecasts. Focus on painkiller problems, real customer feedback, and early traction. Our best studios treat ideas like investable pitches, not internal projects, and they set funding gates accordingly. Capital isn’t guaranteed; it’s earned through evidence.
Studios that get this right can de-risk innovation while creating real enterprise value - whether through customer acquisition, data capture, or entirely new revenue streams.
Q: Should a corporate venture studio always aim to spin out companies?
A: Not necessarily. The decision should be based on strategic alignment, talent incentives, and capital needs. Some ventures create more value when integrated into the core business.
Q: How big should my venture studio team be?
A: Smaller than you think. A lean core team (5–8 people) can drive 3–5 validations in parallel. Over-hiring often leads to inefficiency and eventual shutdown.
Q: What’s the ideal budget structure?
A: Stage-gated funding works best. Allocate small tranches based on traction and learning. Avoid large annual budgets that invite bloat and reduce urgency.
Check out our Corporate Venture Building Approach and Case Studies.
Read the full article on Focused Chaos
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