In a world that treats business like a sprint with elbows out, we prefer marathons with clear lanes and a friendly nod to the runner beside us. We are a diversified holding company that starts, acquires, and builds businesses by investing capital, time, talent, and technology. Our approach is uncommon. We design structure so subsidiaries can win without tripping a neighbor, and we back the choice with incentives, processes, and a culture that favors focus.
Rivalry inside a corporate family wastes energy. It clouds pricing, confuses customers, and turns planning into a traffic jam. We remove that friction by drawing crisp boundaries for each business. Every company gets a defined universe of customers, problems, channels, and geographies. The lines are visible, goals are explicit, and the runway is long enough to build something durable. With clear lanes, attention goes where it creates value and durable gains.
We map the landscape with the care of cartographers who like their coffee strong and their borders legible. Segmentation is not a slogan, it is a working model. We define customers by needs, not only by industry labels.
We outline use cases in plain language and translate them into product roadmaps, marketing messages, and sales territories. When a team knows exactly whom it serves, the urge to chase every shiny opportunity fades and momentum replaces churn.
Boundaries are not barriers. They are guardrails that keep speed from turning into spinouts. We document where overlap is off limits and where adjacency is welcome. Brand charters describe what a company will be known for and what it will politely decline. Annual plans carry those lines into hiring profiles, pricing rules, and partnership criteria. The result is focus, not bureaucracy, because the rules are short and tied to outcomes leaders already care about.
A portfolio can be a choir or a crowd. We chose choir. That means arranging businesses so their voices blend. Some companies own an upstream capability, others deliver downstream services, and several specialize by customer size or regulatory environment.
Together they form a value chain that feels coherent outside and efficient inside. Products do not step on each other, messages do not collide, and customers feel guided rather than bounced between cousins.
We do not carve markets into arbitrary slices for the sake of coverage. We pick segments where a company can be genuinely best and leave adjacent segments for a sibling built for them. One team serves high compliance buyers who want meticulous onboarding.
Another targets fast moving teams that care more about speed than ceremony. Both groups get what they value, and neither contorts just to capture revenue that belongs elsewhere.
Where a product is sold matters as much as what it does. We gate geographies and channels so companies can master the nuances of their lanes. If one team is calibrated for enterprise procurement, it lives in that world. If another thrives in digital self serve, it owns that channel. Clear gates prevent internal price wars and keep messages from contradicting each other in the same inbox. The customer hears one confident voice.
Structure without incentives is a well drawn treasure map with no gold at the end. We pay for the outcomes we want. Leaders are rewarded for building strong moats in their lanes, for sharing expertise that helps peers, and for escalating conflicts early rather than playing hero later.
Compensation ladders include portfolio metrics alongside company metrics. The scoreboard shows the health of the whole group, so nobody forgets that the bigger win is shared for the long term.
When two companies collaborate to win a customer, both get credit. Revenue allocation follows simple rules that people can remember without a spreadsheet. This makes cooperation feel rational rather than charitable. Sales teams pass leads that do not match their profile because the recognition is real and favors are returned. The headline at the all hands is not who stole a deal, it is how two teams created a better answer together.
Every business learns from the others through shared playbooks. These living documents capture what works in product launches, onboarding, customer success, and vendor negotiations. The tone is practical and the price of admission is proof, not folklore.
Teams move faster because they are not reinventing the basics or hoarding tricks. A common backbone helps. Finance, legal, security, and data platforms operate as shared services, which makes cooperation the easy path.
Even good maps need maintenance. Markets evolve, technology shifts, and what used to be separate starts to rhyme. We treat these moments as design opportunities rather than emergencies. The goal is to adapt without creating customer confusion or internal friction.
We begin by asking what is best for the buyer and then work backward until the structure supports that answer. Change is handled in daylight, with simple rules that teams can explain to a new hire on their first week.
When a boundary decision is needed, we run a brief process with a single owner and a real deadline. The inputs are data, customer perspective, and capacity. The outputs are updated charters, a clear message to the market, and a scorecard for follow up. Once the call is made, leaders move forward together. The guidance to teams stays the same. Focus on your lane, ask for help early, and remember that the portfolio beats any single trophy.
Customers want clarity. They want to know that a company will do what it says and will guide them to a better fit when needs fall outside. Our structure makes that promise easy. It produces opinionated products, documentation that reads like it was written by a user, and support that does not need to route a ticket across three logos. Investors value the same discipline because resources fuel mastery, not skirmishes.
Strategy and incentives can start the engine. Culture keeps it humming. We hire people who are allergic to drama and attracted to craftsmanship. They take pride in owning a lane and exchanging hard won lessons with peers. They prefer finishing a chapter to chasing every new plot twist. They trust that focusing today will make tomorrow larger, not smaller, and they enjoy the rare calm that comes from a plan everyone can explain without a whiteboard.
We cheer for deep work and clear decisions. Company updates highlight teams that simplified a product, exited a non-core experiment, or wrote the plain language page that finally made a complex idea easy to grasp. Curiosity is welcome. Poaching is not. Leaders sit in on each other’s demos and invite feedback on drafts, then return to their lanes with new ideas rather than new targets.
Some worry that strict boundaries might slow innovation. The opposite happens. Focus frees minds to explore depth rather than dabble. Others ask if we ever miss cross sell opportunities. We do not, because cross sell lives in the portfolio plan with owners, targets, and service standards.
A few ask whether this approach dulls the competitive edge. It does not. It directs edge toward the market, not the neighbor. The world is competitive enough without importing stress from our own halls.
Keeping subsidiaries out of each other’s way is not a trick, it is a choice. We choose lanes wide enough to build in, incentives that make cooperation rational, and a culture that treats clarity as kindness. The result is less noise and more progress. Customers get a direct path to value.
Teams get the satisfaction of mastering their craft. Investors get growth that does not wobble every time two calendars overlap. That is why our companies can sit at the same table and still run their own race.
Ryan Schwab serves as Chief Revenue Officer at HOLD.co, where he leads all revenue generation, business development, and growth strategy efforts. With a proven track record in scaling technology, media, and services businesses, Ryan focuses on driving top-line performance across HOLD.co’s portfolio through disciplined sales systems, strategic partnerships, and AI-driven marketing automation. Prior to joining HOLD.co, Ryan held senior leadership roles in high-growth companies, where he built and led revenue teams, developed go-to-market strategies, and spearheaded digital transformation initiatives. His approach blends data-driven decision-making with deep market insight to fuel sustainable, scalable growth.
