At the core of our investment strategy is a commitment to putting decision-making power in the hands of those who understand what it means to grow a business: fellow STO leaders. We believe the best investment decisions are made in conversation with people who have faced similar challenges and seized equivalent opportunities.
That’s why we’ve built a pool of ten ‘peer investors’ who host those panels and agree investment, with authority from Kindred’s board. They are STO leaders with diverse, lived experience, who bring empathy, rigour and honesty to every decision. They ask the right questions, spot potential pitfalls and offer practical support that only peers can give.
First, potential investees join an initial peer panel conversation – a supportive, open discussion to explore their plans for growth, in both trade and social impact. Feedback from this conversation becomes part of the support we offer, helping STOs refine their thinking and strengthen their approach.
“The panel's questions were insightful but never confrontational. It was clear they understood the real-world pressures we face – the kinds of challenges that don't always make it into a pitch deck. Since then, I've stayed in contact with some of the panelists, who have been incredibly informative and supportive throughout my journey. They've continued to share practical advice on pricing, scaling and strategy. Overall, my experience has been incredible and I wouldn't have been able to achieve my goals without Kindred.”
– Karl Newsam, Melt Dance CIC
This is followed by a final panel where the investment decision is made, drawing on the same principles of peer-led insight, challenge and encouragement.
The risk associated with this approach – and the investments we make – is remarkably low. These are not speculative ventures. They are businesses born from need, lived experience and passion. Many exist because traditional systems have failed the people they serve – they are mission-driven and inherently more accountable to their communities.
We also actively identify and manage conflicts of interest to maintain the integrity of our process – peer investors understand the responsibility that comes with their role.
This doesn’t just distribute power more fairly – it leads to more thoughtful, grounded and, ultimately, more effective investments. It also demonstrates our belief in knowledge, credibility and leadership in our communities. We hope this model inspires others to rethink traditional hierarchies in finance and to place greater trust in those who have walked the path themselves.
