Buying technology alone is not enough.
The venture clienting team you don't have to build. From the problem to adoption, with evidence.
Adoption, not innovation theater.
45-minute adoption diagnosis. No contracting obligation.
- Coca-Cola
- Arcor
- Bimbo
- Bepensa
- Grupo Rica
- Coca-Cola Andina
- Venturino
The technology already exists. The bottleneck is adopting it.
The problem is not finding more startups. It is turning external solutions into impact inside a real organization.
prioritize it
can execute it
83% of senior executives rank innovation among their top three priorities. Only 3% of companies reach the maturity score needed to execute it. In 2022 that 3% was 20%.
BCG, Innovation Systems Need a Reboot, 18th annual innovation study, 2024. More than 1,000 senior executives. Readiness measured with the Innovation-to-Impact benchmark, score 80+ out of 100. Global sample.
Too much supply.
Databases, platforms, scouting and AI make accessing technology easier than ever.
Little adoption.
Friction shows up later: priority, internal owner, IT, procurement, legal and rollout.
Impact hard to defend.
Without KPI, contract and scale, innovation stays as activity, not as outcome.
An innovation that never reaches operations is not innovation. It is activity.
The adoption gap has three layers
The conversation starts here, not with methodology.
“We have business challenges that technology could solve, but we do not reach the right solution fast enough.”
What the client says.
“No one owns the full path: innovation, business unit, IT, procurement and legal move at different speeds.”
What the client knows and does not always say.
“If the pilot never reaches the business, nothing is being transformed. We are just producing activity.”
The uncomfortable truth.
SPEED has to speak to all three. Most programs only answer the first.
What a corporation actually buys.
The sponsor can be innovation, strategy or the C-suite. The real problem lives in the business units.
Sponsor.
CEO, board, strategy, innovation.
Signs off and protects the program.
Problem owner.
Business unit, operations, commercial, supply chain.
Owns the pain and the KPI.
Gatekeepers.
IT, security, legal, procurement, finance.
Can stop it all.
“We know what problem we want to move. We do not have a fast, repeatable way to find, test, buy and scale the right technology.”
The venture clienting team you don't have to build.
SPEED does not sell scouting. It runs the capability a corporation needs to go from a real problem to an adopted solution.
venture clienting
managed service, platform and methodology
solution tested with KPI and evidence to decide adoption
Overboost
SPEED turns business problems into adopted technology, through a venture clienting model operated by Overboost.
It is not a startup contest. It is not a database. It is not trend consulting. It is not capital or investment.
Problem → Solution → Proof → Adoption.
The internal machinery matters less than the journey the client lives: from business pain to the decision to adopt.
- 01Problem
The business names a concrete priority and its KPIs.
Your unit names the problem. An operational pain, not a technology wish list.
- 02Solution
SPEED searches, filters and presents solutions ready to operate.
Three arrive, not thirty. Screened against your constraints and biased toward those already running in similar operations.
- 03Proof
The test is designed and managed with owner, timeline and metric.
The pilot runs inside your operation. Your team supervises, does not administer.
- 04Adoption
With evidence, the company decides to scale, buy or stop.
Business case ready for the committee. No manual rebuilds.
In-house, consultancy, platform, contest, SPEED.
Five ways to address the same problem. Only one operates the last mile of adoption.
Build the unit.
Learns from zero, fragments effort and depends on sponsors that change.
A diagnosis.
Analyzes and recommends. Rarely stays as adoption operator.
A tool.
Organizes pipeline and data. Does not solve internal politics, procurement or ownership.
A demo day.
Annual call, short pilot, exposure. Each edition starts from scratch.
The differentiator is not access. It is accumulated execution with an adoption lens.
We are not consultants who learned from startups. We are entrepreneurs who learned to operate inside corporations. Seven VC and CVC funds co-founded across four countries. More than ten companies built from zero.
What we have already executed.
Accumulated track record across the Overboost ecosystem. Not a conversion rate.
companies in pipeline
structured scouting processes
PoCs designed
signed and running contracts
The four numbers are accumulated track record of the Overboost ecosystem, with startups from different sources. Conversion rates between stages are not calculated until universes and definitions are reconciled.
Accumulated data published as of September 2026. Period, universe and definition per stage: in the process of being canonized.
Problem, outcome, adoption.
Four cases with real status. Provenance says where the solution came from; SPEED explains what was done with it.
| Solution | Origin | Problem | Outcome | Adoption |
|---|---|---|---|---|
| Batech | Springboard by SPEED | Operational risks and damage on the plant floor, with weak traceability. | 151% operational ROI | PoC completed in Pachuca with Grupo Rica. Commercial agreement and rollout approved to 4 plants. |
| Lucro | Springboard by SPEED | Measuring presence and assortment in thousands of points of sale with manual reporting. | 18,280 points of sale measured | Case executed with Bepensa. In negotiation to extend to the Dominican Republic. |
| Teramot | Springboard by SPEED | Operational load of data unloading and manual reconciliation. | From 31 to 11 hours per month | 3-month PoC with Coca-Cola, Carrefour Argentina and bottlers. Expansion under discussion. |
| AltScore | Kamay portfolio → Human-Tech by SPEED | Accelerating financing decisions in the commercial network. | Automated scoring deployed | Venturino among AltScore's signed clients. |
Batech
Springboard by SPEED- Problem
- Operational risks and damage on the plant floor, with weak traceability.
- Outcome
- 151% operational ROI
- Adoption
- PoC completed in Pachuca with Grupo Rica. Commercial agreement and rollout approved to 4 plants.
Lucro
Springboard by SPEED- Problem
- Measuring presence and assortment in thousands of points of sale with manual reporting.
- Outcome
- 18,280 points of sale measured
- Adoption
- Case executed with Bepensa. In negotiation to extend to the Dominican Republic.
Teramot
Springboard by SPEED- Problem
- Operational load of data unloading and manual reconciliation.
- Outcome
- From 31 to 11 hours per month
- Adoption
- 3-month PoC with Coca-Cola, Carrefour Argentina and bottlers. Expansion under discussion.
AltScore
Kamay portfolio → Human-Tech by SPEED- Problem
- Accelerating financing decisions in the commercial network.
- Outcome
- Automated scoring deployed
- Adoption
- Venturino among AltScore's signed clients.
Three came through Springboard. One already existed in the ecosystem. In all four, execution was SPEED's.
Springboard by SPEED, 2025 cases.
Leer el caso Batech completoFrom calendar to execution.
The first two months are not a workshop. They are the ones that keep the first PoC from dying in committee.
- 01Weeks 0 to 2
Adoption diagnosis.
Priorities, sponsor, owners, internal friction and KPIs. Map of who enables and who blocks.
- 02Month 1
Problem framing and scouting.
Clear challenges and shortlist of solutions. Sponsors with budget, not endorsers.
- 03Month 2
Test design.
Scope, owner, KPI, timeline and success conditions agreed with the business.
- 04Month 3 onward
PoC and decision.
Evidence to adopt, scale or stop. Monthly governance with scorecard.
The year is not measured by activities. It is measured by PoCs with KPI, contracts, adoptions and solutions scaled.
What a corporation receives.
It does not receive innovation. It receives an operated capability to make better technology adoption decisions.
Clear challenges.
Prioritized problems, with scope and KPI agreed with the business.
Defensible shortlist.
Solutions filtered by operational context, not a generic directory.
PoCs with owner.
Design, management and follow-up with defined success metrics.
Business case.
Evidence to buy, scale or stop, without inflated narrative.
Adoption roadmap.
Next step, risks, roles and implementation route.
Accumulated memory.
Learnings that stay in the organization and feed the next cycle.
When the cycle ends, the capability stays inside the company. It does not leave with us.
Each implementation makes the next one better.
SPEED does not start from zero. Overboost has spent years seeing, evaluating, connecting and deploying solutions inside corporations.
Solutions that already ran.
When a challenge looks like one we already solved, the shortlist starts from what worked in a comparable operation.
Deployment playbooks.
Which integration it required, which area blocked it, how long it took. The second deployment does not repeat the first's mistakes.
Shorter procurement.
Already-vetted startups and known contractual structures. Purchase friction goes down with each cycle.
Batech runs in the Pachuca plant and is approved in four more plants. Human-Tech validated six commercial-operation solutions in twelve months. None is agronomic: that is why they are reused.
The goal to build: that each execution leaves structured record and makes the next one faster, cheaper and less risky.
We start with a real problem.
- you have a P&L with measurable challenges
- there is a sponsor with decision power and budget
- you are looking to tour new ideas each quarter
- the real goal is innovation marketing
Adoption diagnosis · 45 minutes.
- · One priority challenge.
- · Two or three possible KPIs.
- · The business owner.
- · The expected internal friction.
- · The success criteria for a test.
You leave with an executable challenge hypothesis, possible solution paths and an honest recommendation: move forward, wait, or do not do it with SPEED.
Some solutions SPEED recommends come from the portfolio or ecosystem of Kamay Ventures. Kamay Ventures is a separate investment activity connected to the broader Overboost ecosystem. Origin is never a recommendation criterion: the criterion is the PoC outcome.
If there is no real problem, there is no program. If there is, SPEED can take it from operation to impact.