Portfolio Risk Radar
Portfolio Risk Radar helps the founder or programme team complete a focused intervention on a set of opportunities, ventures or companies ranked by evidence, potential and risk. Within Portfolio, Alumni & Longitudinal Venture Support, it turns a broad or uncertain area of the venture into a concrete Bertie work product that can be reviewed, improved and reused. The task is intentionally discrete: it should produce a specific artefact, decision, evidence item or risk signal rather than general learning notes.
Complete a focused intervention that advances Portfolio Risk Radar. The objective is to remove ambiguity around a set of opportunities, ventures or companies ranked by evidence, potential and risk, give the founder a decision-ready output, and make it clear whether the venture should progress, repeat the task with stronger evidence, escalate to expert support, or move into a linked stage.
Bertie or a programme manager assigns Portfolio Risk Radar when the venture needs a decision-ready output for this group. Typical triggers include group-gate reviews, evidence gaps identified by the co-pilot or founder request.
programme history; latest venture status; milestone record; alumni/portfolio data; follow-on support options; specific context for a set of opportunities, ventures or companies ranked by evidence, potential and risk.
Establish clear operational goals and intervention thresholds for evaluating the portfolio's overall health. Define how risk identification will trigger specific support actions, resource allocation, or strategic interventions across the cohort.
ObjectiveDefining the task scope establishes explicit rules and thresholds for categorising risk and potential across the portfolio. This ensures the risk radar serves as an actionable management tool rather than a passive reporting exercise, maximising intervention effectiveness.
What's expectedThe founder or programme lead must produce a documented scope framing the operational criteria for risk categorization and intervention triggers. This must include explicit definitions of what constitutes material risk, high potential, and insufficient evidence within the cohort.
Open action arrow_forwardConsultant stress-test · 5 questions- 1.What specific operational decisions will this risk radar directly enable over the next quarter?
- 2.How have you defined the threshold where a venture transitions from manageable risk to requiring formal intervention?
- 3.Why are these specific evaluation criteria appropriate for ventures at this stage of development?
- 4.How does this objective align with the wider portfolio management strategy and resource allocation constraints?
- 5.What evidence demonstrates that your chosen risk triggers reflect historical failure modes in similar ventures?
- A data-room asset titled Portfolio Risk Radar
- A clear task output, updated venture DNA and recommended next action
- It should update the venture DNA with specific evidence or decisions about a set of opportunities, ventures or companies ranked by evidence, potential and risk, create a visible milestone in the founder journey, and generate one or more recommended next tasks
Bertie co-pilot compares past programme records with current status, identifies re-entry needs, tracks outcomes and recommends follow-on support. For this task, it should focus on a set of opportunities, ventures or companies ranked by evidence, potential and risk, prompt the founder for missing inputs, draft or improve the output, flag weak assumptions, and record the result back into the relevant data-room section.
A mentor or evaluator can review the output at the group gate. Programme managers can require an advisor checkpoint before Bertie moves the venture forward.