You price the market, the model, the moat. The team — the thing that actually kills most ventures — gets a gut call and a reference check. Your biggest risk is your least instrumented asset.
And post-wire, team trouble reaches the board deck two quarters after it reached the hallway — usually as a resignation you couldn't afford. There's never been an instrument. Now there is.
Meet GrayMatter. Ask it anything —
The proposed team's map, its gaps, and who in your stable completes it — before the wire, not after the stall.
One page per venture from operating data — the rhythm, the scoreboard, the participation — plus the three conversations the firm should have this quarter.
What each team looked like at formation, versus what happened. After enough ventures, you know which kinds of teams win at which stage — and nobody else knows it.