The next billion software users will be agentic systems.

General Agentic is bringing enterprise software to the next billion users, enabled by our vertically integrated software supply chain.

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Purpose

1 billion

global activeenterprise agentsby 2030

40x morethan in 20251

of workgets doneby agents

that cannot accessthe software2

18%

of existingenterprise APIspublicly accessible

locking outagentic users3

Vision

Most software usage will arrive through agentic systems.

Not humans clicking buttons on screens.

Most acquirers see AI as a cost story. They run what they buy with less, often rebuilding working systems from the ground up, a gamble their customers cannot afford.

We see a growth story. We unlock software already in production for its next generation of users, repackaged for agents, without disrupting the pathways today’s users rely on. We believe this opens a far larger market at a minimal added cost.

Systems

One system, from the network layer through the business logic.

A reference implementation of the complete software supply chain, built and operated by General Agentic. Multi-tenant, cloud-agnostic, and model-independent from the ground up.

Network

Our own network, compute and data fabrics lead to fixed-cost compute. Owning the root of the stack keeps the economics predictable as agentic usage grows.

Supply chain

The machinery that moves software to its new users: continuous integration with real-time delivery, identity, connection APIs, permissioning and governance, and an SDK for seamless handoff. One integration at the core, not one per platform.

Business logic

The validated logic of the software we acquire, served to agentic systems at full fidelity. We do not rebuild it, we deliver it.

Our founders run the firm on this system, including the application that built this very page. We were its first users and the companies we partner with are its next.

Partnership

We partner with companies through acquisition.

Our process

We acquire established software companies and take majority control. Your name stays on the door, your customers keep the product they rely on, and when their agents arrive, it is still your program powering their work.

Your customers bring their agents, you bring the logic they trust, and General Agentic brings the technology that connects them.

In this era, software splits into a rewrite or a repackage. We buy where the natural path is a repackage. We keep the system of record, we do not rebuild the core, and we connect your product, as it exists, to every agentic workspace your customers use.

Phase 1 (First and Second Quarters)

Connect identity, leave the product alone

Nothing changes for your current customers. We connect your identity system and APIs to a governed distribution layer, and together we configure permissioning so an agent can work at the same fidelity a human user can. You control what is exposed, and to whom. People keep the sign-in they already have.

Phase 2 (Third and Fourth Quarters)

Open a governed route into the workspaces they already use

Your product becomes reachable from ChatGPT, Claude, and the other surfaces where work is starting. To users, it's the same product, under the same entitlements, just delivered through a new channel. Usage starts to climb, and we can test pricing models that are a win-win with the customers rather than only seats.

Phase 3 (Second Year Onward)

Ship the roadmap through that route

Development continues as you planned. Every new feature can reach those workspaces without a second architecture. Your team inherits the tooling to do that at product velocity. Your customers bring their own agents and pay their own inference. The roadmap starts growing where the new users are.

The results show up where it counts: new users on the same product, more revenue per customer, and a channel you can price, because the work now starts where your customers already work.

How we help

Growth is our focus, efficiency is our engine. We study the frontier of Silicon Valley and Wall Street, prove it out on ourselves, and install what works in the companies we own. We relentlessly source and test tactics and technologies that help our companies grow faster, more efficiently.

Growth

Build

Product Development & Velocity

We help you build for agents, faster. This requires new surfaces, new permissions, and new features designed for agentic users. Your team starts from our working system, not a blank page.

Sell

Sales, GTM & Customer Success

New users deserve new pricing. Agents don’t buy seats, so we help you price what the product actually delivers: usage, tiers, and outcomes without breaking contracts. Buyers increasingly choose software their agents can reliably use, and every agent they deploy expands the account while tying your product deeper into their work.

Efficiency

The stack

Software Supply Chain

Success in the agentic channel multiplies usage, and metered infrastructure bills you for it. Over time the supply chain centralizes onto the one system we operate, the way a well-run fleet is renewed: opportunistically, piece by piece, as each part reaches the end of its useful life.

The business

Finance, Accounting & Back Office

Every company carries work that has nothing to do with its product. Finance, accounting, payroll, and reporting benefits as our portfolio scales. Your team’s time goes back to making the best products for your customers.

What we don’t change

You spent years earning your brand and your customers’ trust. That is the asset we are buying. We keep the core product, the name on the door, and the management that built it. Although we take majority control, we do not hire a new general manager and our structure allows additional partners to participate as the platform scales. Our technology and our capital exist to compound what you built through the next platform shift.

Company

General Agentic was founded on a straightforward principle:The best acquirers of technology companies are builders of technology themselves. The firm pairs Silicon Valley technical discipline with Wall Street investment judgment, and operates from New York.

The firm’s founders bring experience from world-leading institutions.

Thoughts

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01 / 06

Thought Piece4 min read

The General Manager's Folly

The decision maker who can see whether an asset’s natural path is a rewrite or a repackage will win this era.

By · August 2026 · New York, NY

Imagine you are a general manager with a keen sense for business, and you observe there is an opportunity in the market to aggregate tow truck companies. The pathway to profit is strikingly clear: you can distribute the fixed costs of a combined business over a larger base than each company possesses alone, which will in turn naturally increase your profits. This is a straightforward proposition: the business can streamline each function and remove redundancy.

Say you are the general manager who is not particularly mechanically inclined, you see your mixed fleet of trucks as a liability and the plan is evident: dispose of the old diesel fleet and replace them with new counterparts that have modern technology allowing you to centralize maintenance, standardize operations, and distribute trucks along your route more effectively. You paid a high price for these trucks, but this plan is worth it because you believe that the sooner you accomplish this consolidation, the faster you can drive the efficiency that improves your aggregated enterprise value.

Now instead assume that you are the general manager with a particular mechanical proclivity. You see the same mixed fleet and observe that your acquired diesel trucks, if maintained properly, have some structural reason to exist that isn't evident on the surface and thus have more useful life left in them than their standard depreciation curves would indicate. You opt to carry a larger maintenance burden over the long run than you would have if the fleet had been simplified, and you even opt to provide each driver with a mobile phone at added expense to you. On paper, these seem to be profit destructive; however, they allow the business to monetize its crown jewels: the fully paid off fleet that can be dispatched using mobile phones just the same as new digitally-equipped trucks still with their factory sheen, except with every dispatch, net of variable costs which are the same in either case, the business earns a full profit on its revenue. As the business grows naturally and parts become scarce, the general manager will replace each truck opportunistically that naturally cost only a small portion of his overall profits.

In every technological wave, from the iron horse railroads to the agentic software applications, the same question is posed, and the same result rings true. The general manager who can repackage their well-earned systems without building in-place anew reaps the rewards of the natural asset lifecycle. Rewards that far exceed the penny-wise, pound-foolish ideas of throwing away these assets right as they enter their golden ages of monetization just to save on ancillary predictable costs.

The artificial intelligence era has followed this time-tested pattern to a tee, and that is why the General Agentic founders spent their first year building a reference implementation of the entire software supply chain. The market pressure was to sell each piece at every turn; however, the team recognized that without owning their own complete version of the system, they would neither possess the depth of technical prowess to sand down the friction nor see a wide enough aperture to identify the acceleration points attuned to the natural rhythm of the businesses.

Software is entering this period now. Companies have spent years, sometimes even decades, refining their services and validating their value. Every new era of great technological change increases the pace of development while decreasing the cost of creation and culminates in a fundamental change in the mechanism of distribution. Whether it was the revolutions that pushed a message from the old world to the new by ship to plane to machine, the same truth holds: the great builders of enterprise value will be the general managers that have the capability to identify these diamonds and distribute these crown jewels without losing them to the rough.

Jake Chasan

Co-Founder of General Agentic