The key to scale isn't just the brands,it's the brands' suppliers.

A high-level view on how I imagine THEKER scaling commercial, based on personal experience.

Built on limited public information and a chat with Raúl, a Deep Learning Engineer at THEKER. This growth strategy is directional, meant to show my thinking, not to be precise.

What interests me: the fastest, most repeatable path to 8 and 9 figure deals.

The first deployment is usually an OEM or retailer, the names already inbound or on your cap table.

The real customer is the tier 1/2/3 supplier base behind them. Plants running the high-variability work THEKER is built for.

The anchor opens them. Big buyers set the standards their suppliers follow, a channel most robotics companies never reach.

LVMH owns 70-plus maisons, each with its own ateliers and supplier base, much of it craft-heavy and high-variability. Exactly where rigid automation breaks and THEKER wins.

The motion: land in one maison or a shared function, expand across the portfolio, then cascade into the suppliers behind them. The holdco gives you portfolio leverage a single deal never can.

Same thing at Made of Air. Endless inbound, Lego to IKEA to Logitech. The job was ruthless focus on the deals that could move fast and compound.

My first months at THEKER: prove one cascade end to end on a single anchor. While that runs, map the rest of the cap table so we know where to press the gas once there's proof.