Thesis
Most businesses deliver service the way they always have, on a cost base built for a different decade. Current acquires those businesses and rebuilds their delivery layer with agents — the reservations, the scheduling, the billing, the support, the work that used to require a team. The conversion is the same on a campground and on a SaaS company. Everything else on this page is a wrapper around it.
Current acquires businesses whose delivery can be rebuilt with agents, then either assembles them into institutional portfolios or flips them as standalone margin rebuilds.
Real Assets by Current
The first wrapper acquires fragmented physical operators — outdoor hospitality, pest control, and adjacent service verticals — where independent owners run the business the way it was run in 1995. Agents take over the overhead layer: reservations, pricing, scheduling, customer service, billing. The rebuilt businesses are then assembled into portfolios shaped for a specific institutional buyer.
The gap is the business. The agentic rebuild is how the gap is earned.
Tech by Current
The second wrapper acquires distressed SaaS — no-longer-fundable, venture-backed software companies with existing paying customers and a broken cost structure. Agents take over the majority of engineering, support, and operational payroll. The rebuilt business keeps its customer base and sheds the burn that made it unfundable.
The revenue was never broken. The payroll was.
Both wrappers run the same seven-step playbook: Find, Acquire, Shed, Rebuild, Reposition, Exit, Cash Flow. The Rebuild stage is where agents take over delivery — the identical operational move on both arms, applied to different substrates. Real Assets wraps it in assembly. Tech wraps it in standalone margin. The machine that runs them is one machine, specified on Approach.
The compounding is not a forecast. It is the thing Current is built to deliver.