About LeverVenture: Venture Capital and Growth Equity

§ 01 / 09

Our story

A gap widened, and nobody was built to stand in it.

The firm exists because of a specific structural problem, not a general belief about markets.

Figure 1The gap
Why the firm exists

LeverVenture was founded on a conviction that does not require a compromise to hold: exceptional financial returns and meaningful societal impact are not opposing forces. Held together, underwritten together, each one makes the other more likely.

We saw a gap widening. Venture capital underwrites whether a thing can work, and it is structurally done once the science is proven. Private equity underwrites the optimization of something that already runs. In between sits a company with a validated product, real revenue and no commercial engine — too built for one side, too unfinished for the other. The capital available to it in that window is mostly passive, and passive capital is the one thing that window cannot use.

So we built a firm for that window. Our partners have owned the revenue line inside operating companies across healthcare, life sciences, technology and industry. We do not write a check and take a board observer seat. We take the plan apart, rebuild it with the management team, and stay inside the work until the engine runs without us.

01

What the company already has

Technical risk substantially retired
A product in market with real customers
Unit economics that hold at a small scale
A team that has proven it can build

02

What it is missing, every time

A commercial organization, not a founder selling
Repeatable go-to-market, not heroics
Supply, quality and regulatory scale-up
An exit thesis written before it is needed

Figure 1 describes the seat, not a claim about any single transaction. Companies arrive at the middle seat from either side.

A single steel caisson tower standing alone in open water between two unfinished causeways at dawn. — The middle seat is an operating problem before it is a financing one. The firm was built around the work the window actually needs.

§ 02 / 09

Leadership

Investors by trade. Operators by record.

Two Managing Partners who have built and run the companies this fund underwrites, supported by an investor-relations team and an advisory bench with clinical, capital and corporate depth.

Managing Partners

José Vasquéz

Managing Partner

Former Chairman of JumpStart Inc. He has founded, scaled and exited companies across media, nutrition, real estate and human-resources technology, and owned the revenue line in every one of them. What he brings to a position is that operating experience at scale, investment acumen, an advanced diligence capability, and technology and artificial-intelligence expertise. He invests the way he operated: inside the business, on the plan, alongside the management team.

Focus: Value creation, technology and artificial intelligence, operating and finance discipline
Diligence: Advanced diligence capability, applied to every position we underwrite
Coverage: The United States, from Cleveland and Miami

Full profile

Peleg Chevion

Managing Partner

Three decades of operational leadership across agriculture, pharmaceuticals, biotechnology, climate, food and defense. He has spent that career doing the work this seat requires: strategic partnerships, licensing and business development, executed transaction by transaction. He sits with a company as an operating partner and a growth strategist rather than as a name on its board. A corporate finance and intellectual property attorney, an INSEAD MBA, and a former Air Force officer in aerospace. He also brings strong private equity experience.

Focus: Strategic partnerships, licensing and business development
Role: Operating partner and growth strategist
Coverage: Europe and Israel, from Basel and Tel Aviv

Full profile

Investor relations

Ana Delgado

Investor Relations

Ana brings more than a decade of entrepreneurship and cross-border operations across Brazil and the United States, with a background in healthcare administration and ongoing studies in nutrition. In investor relations at LeverVenture, she is the first point of contact for investors across Latin America, carrying each relationship from first conversation through ongoing reporting.

Focus: International investor relations
Coverage: Latin America, primarily Brazil

Meet the full team The advisory board

§ 03 / 09

Mission and values

The mission, and the standards we hold it to.

One sentence for what the firm is built to do, and five values that are only worth stating because they decide the calls that are genuinely contested.

Figure 2The standard
One mission, five values

Scale promising growth ventures into purposeful market leaders.

The mission, stated once

Societal impact and exceptional returns, delivered by the same companies, in the same decade, out of the same operating work.

The five values below are not a wall poster. Each one is a rule we apply when a decision is contested, and each one has cost us a deal.

A regional hospital campus at dawn — patient tower, diagnostic and clinic wing, glazed main entrance and covered ambulance bay — above a river town. — Societal impact is a place, not an abstraction: the hospitals, laboratories and clinics where a portfolio company’s product finally reaches the person it was built for.

01

TrustBuilding lasting relationships through transparency, integrity and mutual respect with every stakeholder. The reporting does not change when the number is bad.

02

ImpactCreating meaningful change that improves lives while delivering exceptional financial returns. Both, measured, or neither counts.

03

InnovationEmbracing breakthrough technologies and novel approaches that redefine what a market will accept as possible.

04

ResilienceNavigating challenges with determination and adaptability, because the plan that survives first contact is the exception.

05

CourageMaking bold decisions and taking calculated risks. The middle seat is not a place for a firm that needs consensus before it moves.

Each value is a rule applied when a decision is contested, and each one has cost us a deal.

§ 04 / 09

ROI²

Two returns, one diligence.

Return on Investment and Impact. We target companies where commercial success and positive outcomes amplify each other, and we underwrite both on evidence.

Figure 3ROI²
The dual mandate

We report the impact return in units a clinician would recognize. Three counts are carried in the portfolio file alongside revenue, gross margin and cash, on the same reporting calendar and reviewed in the same board meeting.

01

Patients reached

How many people were treated, screened or diagnosed with the company’s product in the period. The measure is named before the wire, with a baseline, an owner and a reporting cadence. If nobody will own the number, it does not go into the plan.

02

Procedures performed

The count of procedures, tests or courses of therapy delivered. It reports alongside revenue, gross margin and cash — not an annual appendix, not a separate team, not a different set of books.

03

Lives improved

The clinical or economic outcome the product was underwritten to move, read against its own baseline. We publish the direction of travel in the quarters it flatters the position and in the quarters it does not.

These are portfolio-management metrics, collected the way the financial ones are. ROI² shapes sourcing, value creation and exit; it is a diligence discipline before it is a philosophy.

A cardiologist and scrub nurse guiding a catheter during a procedure in a cardiac catheterization laboratory. — Both returns are named at entry and reported on the same schedule, in the same file.

§ 05 / 09

The mark

We chose the buck on purpose.

Enduring strength, continuous renewal, generational impact. The mark is an argument about how companies are built, not decoration.

01

Strength harmonized with grace

Grounded and still agile. Power that does not need to announce itself, which is the posture we want on a cap table and the posture we look for in a chief executive.

02

Antlers that renew each year

Regeneration, resilience, and the passing of wisdom from one generation to the next. A company that cannot rebuild its own capability every year is not compounding; it is coasting.

03

Leadership without aggression

Noble in presence, never dominating. Motion guided by vision rather than force: guardianship, discipline, and a respect for the cycles a business actually runs on.

In its stride lies both survival and evolution.

That is the kind of firm we are building.

§ 06 / 09

Our story, at length

The partners wrote it down.

Before LeverVenture was a fund, it was a set of convictions the two partners arrived at separately and then found they shared. If you want the long version, they wrote it down.

The bookThe Seasons of Scale
In the partners' own words

The Seasons of Scale

Reflections from the Buck Scale Tribe

01Why Would You Ever Want to Save Lives One at a Time?
02Nobody Was Coming
03No Masks
04The Tribe
05The Three Bucks
06The Decathlon Man

A LeverVenture Edition

José Vasquéz, Managing Partner

I came to investing as an operator. I founded companies across media, nutrition, real estate and human-resources technology, scaled them and exited them, and in every one of them I owned the revenue line. I served as Chairman of JumpStart Inc. Today I invest the way I operated: inside the business, on the plan, alongside the management team.

Peleg Chevion, Managing Partner

I started as an officer in the Air Force, working in aerospace. I became a corporate finance and intellectual property attorney and earned an MBA at INSEAD. For three decades I have led operations across agriculture, pharmaceuticals, biotechnology, climate, food and defense, and the work has been strategic partnerships, licensing and business development, one transaction at a time. It has also given me strong private equity experience. I sit with a company as an operating partner and a growth strategist, not as a name on its board.

The book tells the longer story in six chapters and about seventy-eight pages. It is personal rather than institutional: it is not a fund document, and it carries no performance figures and no offer of any kind.

Peleg Chevion with José Vasquéz, Managing Partners at LeverVenture

Read The Seasons of Scale

§ 07 / 09

Global reach

Offices, placed where the companies are.

The two Managing Partners cover the map themselves. José Vasquéz works the United States from Cleveland and Miami; Peleg Chevion works Europe and Israel from Basel and Tel Aviv.

Figure 4Global reach
Three regions, one corridor

01

United States

The primary investment focus and the world's largest innovation economy. Established growth-stage companies with proven traction, scalable models and a clear path to market leadership. Cleveland and Miami carry the domestic work.

02

Europe

Basel anchors the transatlantic corridor. Breakthrough science with strong fundamentals, where capital plus operating help accelerates the move into global markets and through a genuinely complex regulatory landscape.

03

Israel

One of the world's leading technology and research centers, and a critical bridge in the strategy. World-class technology and research capability, met with market access, go-to-market design and the operating infrastructure to scale in the United States.

We find innovation in Europe and Israel and help it reach commercial scale in the United States.

Offices are where the work is done.

§ 08 / 09

The ecosystem

The capital is one part of what arrives.

An operating affiliate on the inside and a named service bench on the outside. Both are specified rather than implied, because an unspecified promise is not a promise.

Inside the platform · our own work

LeverSolutions

Strategic intervention and operational excellence for portfolio companies: commercialization, operations and supply chain, expert teams and networks, and efficient capital use. It is the work a company would otherwise hire four firms to do, placed against a named scope.

Relationship: Operating affiliate of the platform
Who it serves: Portfolio companies
What it is not: A billable consultancy sold to outsiders

See LeverSolutions

Around the platform · partners we bring in

The service bench

Administration, audit and tax, corporate counsel and regulatory counsel are named firms, engaged against a defined scope, and they are the same firms on every transaction. A bench a company can look up is worth more than a bench it has to take on faith.

Relationship: Engaged service partners
Who it serves: The platform and its companies
What it is not: An unnamed list of logos

See the partners

Both are described against a scope on purpose. Nothing on this page should be read as an offer of any security or as a solicitation.

A supplier quality auditor inspecting a molded medical component beside an injection-molding press. — What arrives on day one: the capital, the operating affiliate, and a named service bench — down to the supplier quality work that decides whether a device scales.

Contact

Tell us what you are building, or what you are allocating toward.

Read the investment thesis

We were built for the seat nobody wanted to hold.