RedCore’s structured five-step model for strategic startup selection

Investment decisions at RedCore are far from arbitrary. Oleksandr Briukhovetskyi, the group’s Investment Portfolio Manager, describes a rigorous five-step process that filters out the majority of applicants before they ever reach the Investment Committee. Those that survive gain not only capital but access to the business group’s infrastructure, traffic, and expertise.

Initial screening and scoring

The first cut happens within two days. RedCore checks for a working minimum viable product, a clear business model, and alignment with its core verticals: Game Providers, AI/ML, RegTech, and MarTech/Traffic. Briukhovetskyi notes that most applications are eliminated here because founders present only an idea, work on the project part-time, or attach unrealistic valuations with no revenue. “That model requires a mature product and a team for whom the startup is a full-time commitment, not a side project,” he says.

Projects that pass proceed to a scoring model across five dimensions: market, product, team, economics, and risks. The market assessment covers TAM/SAM/SOM, trends, and geographic potential. For the product, evidence of product-market fit is non-negotiable. The team must have relevant industry experience, particularly in the specialised verticals RedCore targets. Unit economics such as CAC and LTV must be transparent, and all technological, regulatory, and operational risks are evaluated. Low-scoring projects are dropped.

Product, technology, and financial deep dive

Beyond the pitch deck, RedCore examines the product’s architecture. The codebase should be well-structured and documented, and the product must be able to scale without breaking under load. For AI startups, Briukhovetskyi explains that latency, cost per inference, and realism of benchmark claims are scrutinised. A flashy demo does not equate to production readiness.

The financial assessment often trips up otherwise promising projects. Unit economics must be clear, including burn rate and runway. Briukhovetskyi questions how founders plan to achieve aggressive growth forecasts and whether real operating expenses have been accounted for. The cap table must be clean, with no unresolved ownership disputes or informal agreements. Although early-stage companies may not be profitable, a credible path to profitability backed by specific milestones is essential.

The investment thesis and final decision

The final stage synthesises all findings into a single thesis that answers whether the startup strengthens RedCore and can leverage RedCore’s products, traffic, and customer base to become a market leader. “If the answer to these questions is yes, the project moves to the Investment Committee,” Briukhovetskyi says. If any concern remains, the process stops.

The timeline varies per project. Some require additional meetings, deeper technical audits, or regulatory due diligence. RedCore’s goal is to determine genuine alignment before proceeding. Briukhovetskyi invites founders in the targeted verticals to submit applications for consideration.