About
A firm built at the seam of capital, credit and code.
Sincerity buys American small businesses, finances other people's acquisitions of them, and backs the engineers who want to run them. One thesis, three instruments.
Why the name
Sincerity is a commitment about how we behave in a process.
Small-business owners are courted constantly and told very little that is true. Our rule is simple: we say what we think the business is worth and why, we say what we would change and what we would not touch, and we tell you quickly when the answer is no.
The same standard applies on the capital side. We show sponsors the workflow inventory our sizing rests on, and we would rather lose a deal than underwrite a transformation we do not believe our own engineers can deliver.
How we are built
Three capabilities that only work together.
Capital
Equity for buyouts, junior capital for other people's acquisitions, and search funding for operators. Structured in-house, so a conversation can become a structure in days.
Operators
Forward-deployed engineers with ownership, backed by a shared platform and a junior bench. The scarce input in this whole thesis, and the one we spend the most time recruiting.
Underwriting
A growing library of completed transformations that tells us, bottom-up, what a given back office is actually worth once the paperwork stops being done by hand.
Who runs it
Leadership.
Nathan Clark
Repeat founder based in New York. Co-founded and ran Ganymede, a biotech lab-instrument integration company acquired by Apprentice.io. Before that, structured credit at Goldman Sachs and capital markets and product at Affirm. Writes the code, reads the credit agreement.
Operating bench
We are assembling the founding cohort of operator-owners now — forward-deployed engineers from the AI-native and data-platform companies, and technical founders who would rather own a business than raise another round. See the open tracks.
How we work
Principles we will be held to.
Capacity before cost
Our return comes from the same team serving more customers. A transformation that only works by cutting people is one we did not underwrite properly.
Own what we recommend
We do not sell advice about automation we have not run ourselves, and we put our own capital behind the numbers we publish to sponsors.
Long holds
The second year of a transformation is worth more than the first. We are not structured to need an exit before the work compounds.
Say no quickly
A fast, clearly explained decline is worth more to an owner or a sponsor than a slow maybe. We try to give one within a week.