The issue, as we see it from working with builders in this city for some time, is not the absence of programs. It is the efficiency with which capital and operating partnership reach the most formative stages of company creation.
That person is increasingly someone whose employment has shifted under them. The healthcare administrator whose function is being restructured. The engineer in the third reorganization in two years. The mid-career specialist watching the labor market reprice their experience downward while their actual capability has, in many cases, increased. What they need is not motivation, and it is not a new course. It is sustained operating partnership through the period when an idea becomes a business, the period the existing infrastructure tends to skip or end too early.
What this looks like in practice varies. The people we have in mind are moving, by different routes, along a spectrum:
- i. Toward a new company. Full ownership of an asset.
- ii. A services business. Ownership of an income stream.
- iii. Better leverage, inside or outside to employment. Same capability. Better terms.
The dominant framing of entrepreneurship treats the second and third as failure modes. We do not. We are publishing this page because we want to find out, from people closer to it than we are, where this read is wrong.