My big idea: visualisation platform StructureFlow

Hi Tim! What's your elevator pitch? ‍

As today’s global business environment becomes more interconnected and complex, achieving the clarity leaders need to make high-stakes decisions is increasingly elusive. Whether negotiating a multi-billion-pound acquisition, managing an international investment portfolio, or planning a cross-border tax strategy, critical information is often scattered across documents, teams and systems. Connecting the dots to form a reliable strategic view is now pushing the limits of human capability.

StructureFlow was built for navigating that complexity. We turn disconnected structural information into a clear, connected model that teams can explore, test and act on with confidence. In addition, as AI becomes embedded in decision-making, we provide the foundation it needs to support sound judgement.

Why does the market need it

Most enterprise systems store huge amounts of data, but they don’t show how everything connects in terms of who controls what, where risks sit, or how decisions ripple across a structure.

That lack of visibility slows decisions, increases risk and forces teams to rely on static documents, spreadsheets and slide decks to piece together a view of reality. But you cannot use 2D tools to reason about constantly evolving 4D structures. The answer isn’t faster access or more data. It’s a clear, connected picture of how the data actually fits together.

AI magnifies this problem. As the market rushes to leverage AI, many organisations are building on ambiguous foundations. You cannot automate strategic decision-making if you haven’t clearly mapped and modelled the underlying information your AI is working from. 

When data is disconnected, it can accelerate confusion. Once an explicit model of relationships and dependencies exists, AI can move beyond summarising information to supporting real strategic judgement. That’s the gap we address.

Where is the business today?

We work with leading law firms, private equity houses and asset managers operating in high-value, cross-border environments where clarity is critical. Over the past few years, we’ve moved from early adopters to enterprise-wide deployments, embedding StructureFlow into live deals, fund structures and governance processes.

What’s been most interesting is how the conversation has evolved. Initially, clients saw us as a better way to visualise complexity. Today, they increasingly see us as core infrastructure — something that underpins how decisions are made and how AI can be safely introduced into their workflows. That shift reflects a broader change in how the market is thinking about structure and risk.

What made you think there was money in this?

Before founding StructureFlow, I spent eight years as a corporate lawyer at Slaughter and May and Farrer & Co, advising on complex transactions where ownership, control and risk were spread across dense networks of entities. In every deal, we would draw structure charts, timelines and flow diagrams. That act of visualisation wasn’t cosmetic. It was how we imposed order on complexity and built the confidence to advise clients on critical decisions.

But those diagrams lived in PowerPoint, on whiteboards, or in people’s heads. Every time a deal evolved, the picture had to be rebuilt. I realised that professionals across the entire sector were solving the same problem manually, again and again, because no system truly modelled the structure itself. In high-stakes environments, that gap creates risk and risk has a huge cost.

That’s when it became clear to me: if this challenge existed in one leading firm, it existed everywhere. Solving it wouldn’t just make work more efficient; it would fundamentally improve how decisions are made. When you identify a structural problem that affects an entire industry, and design a solution that reduces risk while unlocking better judgement, the value creation potential is enormous. That was the opportunity.

What's your biggest strength?

Our biggest strength is that we’re solving a structural problem, not adding features to existing systems. We understand how professionals actually reason about complexity because we’ve worked in those environments ourselves. StructureFlow is built around relationships rather than static records, which means it reflects how decisions are really made.

That gives us a defensible position, particularly as organisations look to introduce AI safely. Intelligence without structure is fragile. When the underlying model is clear and connected, intelligence becomes far more reliable. That’s the intersection we operate in.

What is the secret to making the business work?

The main challenge has been education. We’re creating a new category, and many firms feel the friction of delays, duplicated effort, decision risk, but haven’t clearly identified the root cause. Our job is often to help them see that the issue isn’t a lack of data, it’s a lack of structural clarity.

Once that insight lands, the value becomes tangible very quickly. One of the most powerful moments is when we run a live demo and clients can see their own complexity mapped and interrogated in real time. When people can explore a structure dynamically rather than through static documents, the shift in understanding is immediate.

For other entrepreneurs, my advice would be this: if you’re building a new category, you must be patient enough to explain the problem better than anyone else. When the problem is clear, demand follows.

How do you market the company?

We focus heavily on thought leadership and real-world use cases. Our clients operate in complex, regulated environments, so credibility matters more than noise. We publish insights about structural risk, how AI should be introduced responsibly, and how better visibility improves decision-making.

Beyond that, we run targeted campaigns around specific use cases - tax structuring, regulatory compliance, deal execution - where we can speak directly to the problem a particular audience faces. We attend and speak at industry events, but selectively. I'd rather be in the room with the right twenty people than on stage in front of two hundred who aren't feeling the pain.

We also engage directly with senior professionals who are facing these challenges in live transactions and governance processes. Referrals from existing clients have been powerful.When a partner at a law firm uses StructureFlow on a deal and then moves to another firm, they often bring us with them. That kind of organic advocacy carries more weight than any advertising campaign.

In enterprise markets, reputation compounds over time. Substance travels further than slogans.

Tell us about the business model

We operate an enterprise SaaS subscription model. Generally, clients pay an annual licence based on the scale and complexity of their deployment, not per seat. That's a deliberate choice. We want teams to adopt StructureFlow widely, not ration access because of cost.

The typical entry point is a team working on a specific challenge – a live deal, a fund restructuring, a regulatory filing. Once they see the value, adoption naturally expands to other teams and use cases within the organisation. That land-and-expand motion is how our revenue compounds over time, and it's the most capital-efficient way to build an enterprise software business.

We're backed by experienced investors who understand enterprise software and regulated markets, led by FINTOP Capital, a US venture fund specialising in financial services technology. Having investors who know the market means we spend less time explaining the opportunity and more time executing against it. We've raised significant equity funding to date and have more than doubled our revenue since our Series A.

Our gross margins are above eighty per cent, which is strong for enterprise software. Like any growth-stage company, we deploy capital carefully. We're focused on building durable infrastructure that clients rely on over the long term, not chasing short-term growth or vanity metrics.

What were you doing before?

My legal experience shaped the philosophy of the company. When you're advising on deals worth billions, you learn quickly that ambiguity is expensive. Structural clarity isn't a luxury, it's a safeguard.

Are there any particular technologies you deploy?

In terms of technologies I find useful, I'm drawn to anything that makes thinking more explicit and more visual. I use knowledge management tools heavily – anything that lets you build connections between ideas the way we build connections between entities in StructureFlow. I'm also a serious user of AI, not as a replacement for thinking, but as a way to stress-test ideas, draft at pace, and interrogate assumptions. The best AI tools are the ones that augment your judgement rather than substitute for it.

More broadly, I think the most impactful technologies are the ones that work with how humans naturally think – visually, spatially, relationally – and amplify it. We've been forcing people to work through flat tables and sequential text for decades. The technologies I get most excited about are the ones that break out of that constraint.

What is the future vision?

I sometimes describe our long-term vision as the Minority Report moment. Remember the scene where Tom Cruise manipulates information spatially, moving data with his hands? That captures something real about where professional work is heading. Professionals navigating complex networks of entities, ownership, and capital flows – not reading about them in static documents, but inhabiting the structure itself. Seeing connections, testing scenarios, directing action, all from a visual interface that works the way the brain actually works.

What makes that possible is structural intelligence – a connected model of how everything relates. Every large organisation we work with already has systems of record. Entity management platforms, document management, transaction tools. They have the data. What they don't have is a way to bring it together, see the full picture, and act on it. They don't want another system of record. They want a system of intelligence across the systems they already have. That's what we're building.

As AI becomes embedded in enterprise decision-making, this becomes even more important. You cannot hand an AI a thousand disconnected documents and expect sound judgement. You need a model – a clear, connected picture of how everything fits together. When that foundation exists, AI can move beyond summarising information to supporting real strategic reasoning. Without it, you're automating on ambiguity.

We believe structural intelligence will become foundational infrastructure in the same way ERP and CRM platforms once did. Essential, not optional. Our ambition is straightforward: with or without AI, when working in complex, high-stakes environments, businesses should operate on mapped, connected structures – not guesswork. We're building the intelligence layer for that future.