For investors
The thesis in plain terms, what is already operating, what is still ahead, and how we treat capital. No projections, and nothing here is an offer of securities.
The thesis in plain terms
Most of what a policyholder pays covers distribution and process rather than protection. That is a structural cost, not a pricing mistake, and it cannot be fixed one layer at a time.
Between the premium and the risk sits a lead vendor, a dialer vendor, a CRM, a quoting tool, an FMO, a general agent, a carrier, and a reinsurer. Each one is a real business with its own margin target, and each handoff between them loses information as well as money. Improving one hop leaves the other seven intact, which is why better insurance software has not produced cheaper insurance.
Solved Ventures owns the hops. Six operating companies cover demand, telephony infrastructure, software, distribution, and the product at the end, so the savings from each step are available to the next step instead of being captured at a boundary.
The wedge is final expense: a real need, a manageable risk profile, and a product the founders have personally sold. Starting narrow means the underwriting approach is validated on a book we understand before more lines are added.
Who is running it
Dustin Snider is Chief Executive Officer and co-founder. Abri White is Chief Operating Officer and co-founder. Both came out of operating insurance sales rather than software, which is the reason every platform in this group began as an internal fix rather than a market opportunity somebody read about.
Three levers that compound
The case for a holding company is not diversification. It is that each of these makes the next one affordable.
Lower acquisition cost
Solved Marketing generates demand in house and sells each lead once. There is no aggregator margin in the cost and no resale destroying the contact rate, because there is no upstream vendor holding a copy of the record.
This is the lever that funds the others. An operator paying market rates for rented demand has no room to be selective about risk, and no room to price a product below the category.
Selective risk
The comparative underwriting method evaluates a case against many carriers and products at once, so a risk that does not fit a proprietary product is routed to a carrier where it does. A decline becomes a placement rather than a lost applicant and an unpaid producer.
That is what makes discipline survivable. The cases you refuse are the ones that decide whether a book is worth owning, and refusing them has to cost the field nothing.
Operational leverage
One identity layer, one client data model, one compliance posture, and one set of shared infrastructure across six companies. A new product line does not require a new stack and a new state does not require a new process.
The technology companies also sell outside the group, which means the shared layer is funded by customers rather than by an internal transfer from the product tier.
What is de-risked, and what is still ahead
The useful question about a group like this is not what it plans to be. It is which parts already have customers.
Operating today
- Two platforms with external revenue. AgentTech Dialer and Solved Telephony are in production with paying customers inside and outside the group, including AI Voice Agents at $0.10 per minute of talk time.
- An operating FMO. Solved Solutions holds carrier appointments for Medicare and final expense and contracts independent producers today.
- An operating lead company. Solved Marketing generates and sells exclusive demand in three verticals, with consent captured at acquisition.
- A working comparative method. It powers the AI Plan Recommender inside Solved Enroll rather than sitting in a specification.
Still ahead
- Product approval. Solved Insurance products are in development and pending state approval. Nothing is on sale, and the timeline belongs to regulators.
- Building a book. A proprietary book has to be written, and then it has to persist. Neither is proven by a platform that works.
- Reinsurance structuring. Solved Re exists so retained risk is structured deliberately. That structuring is work in front of us, not behind us.
- The public rollout of Solved Enroll. Private beta today, cohort onboarding, public rollout planned for 2027.
How we think about capital
Vertical integration is expensive if you own the wrong layers, so the rule is written down rather than improvised.
Own the margin leaks
Acquisition, underwriting, and distribution are where the money goes missing in this industry, so those are the layers the group builds and holds. Each of them is also a place where owning it changes the cost of the next one.
Buy the commodity inputs
Cloud, payments, and data vendors are bought, not built. There is no advantage in owning a layer that is already competitive and cheap, and building one is how integration turns into a distraction.
Each company carries its own weight
Every company is expected to win its own customers rather than live on an internal transfer. Four of the six sell outside the group today, and that is the test: a layer that could only survive on internal revenue would be a subsidy rather than an advantage.
Be patient on the product
Insurance moves at the speed of regulators. Product filings, state approvals, and reinsurance structuring take the time they take, so the plan is built to earn revenue from the operating companies while the product tier waits rather than to force a date.
What this is not
Three comparisons we get offered often, and why none of them fits.
Not a point-solution insurtech
A single tool that improves one hop leaves the rest of the chain owned by other people. The efficiency it creates is captured at the next boundary, which is why the category has produced better software without producing cheaper coverage.
Not a pure MGA
Solved Solutions and the MGA work inside Solved Re matter, but distribution alone does not control acquisition cost or underwriting. An MGA that rents its demand and uses a carrier's underwriting is a margin participant rather than an operator of the chain.
Not a lead vendor
Solved Marketing generates demand, but the group is not in the business of selling the same record several times. Leads are sold once, and the group's own distribution sells on them, which makes quality an internal problem rather than a service level dispute.
How a conversation with us goes
Email contact@solvedventures.io and say which part of the chain you want to press on. Diligence happens directly, with materials shared under the appropriate agreements rather than published on a marketing site.
We would rather spend the first call on the four risks than on the four pillars. The pillars are written down; the risks are where the judgment is.
What you will not find here
No funding history, no valuation, no revenue figures, no headcount, and no projections. Not because the questions are unwelcome, but because a public page is the wrong place to answer them and a number on a marketing site is the easiest thing in the world to get wrong.
The figures on this site describe the shape of the group: how many companies there are, which platforms are in production, and when a beta is planned to open.
FAQs
Questions from investors
What is de-risked today and what is not?
De-risked: AgentTech Dialer and Solved Telephony are in production with paying customers inside and outside the group, Solved Solutions is an operating FMO with carrier appointments, and Solved Marketing is an operating lead company. Not de-risked: state approval of proprietary products, building a book on them, and structuring reinsurance through Solved Re. Solved Enroll sits in between, in private beta ahead of a 2027 rollout.
Are you raising, and what are the terms?
Nothing on this page or anywhere on this site is an offer to sell securities or a solicitation of an offer to buy them. We do not publish funding history, valuation, revenue, or projections, and we will not discuss terms through a web form. Conversations with investors happen directly, with real diligence materials, under the appropriate agreements.
Why is this a holding company rather than one product?
Because the advantages only compound if one operator controls them. Owned demand lowers acquisition cost, which makes selective underwriting affordable, which lets a proprietary product be priced honestly, which lowers acquisition cost again. Any single layer handed to a partner captures the savings the next layer depended on, which is why a point solution cannot reproduce the model.
How do you think about capital allocation?
Own the margin leaks, which are acquisition, underwriting, and distribution. Buy the commodity inputs, which are cloud, payments, and data. Expect each company to carry its own weight on its own customers rather than on an internal transfer. Be patient on the product, because insurance moves at the speed of regulators and pretending otherwise is how filings get rushed.
What would make this thesis wrong?
Regulatory timelines on product approval, concentration in senior market products, the capital intensity of holding risk rather than distributing it, and the execution cost of running six companies well. Those four are set out in full on the strategy page, including what we do about each.
Who is running the company?
Dustin Snider is Chief Executive Officer and co-founder, and Abri White is Chief Operating Officer and co-founder. Both came from operating insurance sales rather than from software, which is why every platform in the group started as an internal fix for a problem the team was already living with.
Something else? Contact us
Press on the parts we are least sure about.
Email contact@solvedventures.io and tell us which layer of the chain you want to examine first.