We expand what is possible in building and running organizations.

We build products that make good work easier for the people who do it: artists, galleries, teams and founders.

Explore our products
The Angstroms connected-letter mark
100 m
From separate motions, a legible whole
What this means for you

Less time on the work that slows you down, and results you can check.

Our products

Helps people understand how their organization works and decide what to improve.

Helps artists, galleries and collections manage their records and daily work.

Builds tools for founders, invests through its vehicles, and acquires technology products.

Where the name comes from

An angstrom is one ten-billionth of a meter, the scale at which one thing turns out to be many. We started as founders in food delivery, sustainable transportation, and art. Along the way, we invested in 97 startups. Across these industries, we kept encountering closed systems that limited what people could do with their own work. We built Orkest to open those possibilities in art, and Kernail to bring the same approach to other industries.

Talk to us.

Whether you are exploring one of our products, want help with your business, or are considering selling one, we would like to hear from you.

Write to contact@angstroms.com
Manifesto

We expand what is possible in building and running organizations.

Organizations are human inventions. Their rules, structures and habits can be questioned and improved. We want to change the things that make good work slow, expensive or needlessly difficult.

A small team should be able to take on work that once required a large organization. A business should be able to grow without adding the same amount of overhead.

We start with the person doing the work. We learn what they are trying to accomplish, where things break, and what would make a difference. Their experience must shape what we build.

Technology should serve this generation of humans. Its benefits should reach people alive today, including those whose work it changes. We want people to have more time and greater ability to pursue what matters to them. Our choices should also leave future generations room to make their own.

Protecting people includes protecting their ability to decide. They must be able to understand a recommendation, question it, refuse it and change course. We build for correction and recovery. We respect the limits people place on access to their information.

We keep what we build useful long after it is delivered.

A useful result must justify what it costs in money, time, effort and risk. The people using our products should be able to say what improved and why it was worth it. Our business has to earn enough to keep delivering that value.

We make claims people can check. We say what works, what has failed and what remains uncertain. We change our minds when the evidence calls for it.