Planck accelerates end-to-end build and capital formation for enterprise-grade AI infrastructure

Planck accelerates end-to-end build and capital formation for enterprise-grade AI infrastructure

In a fragmented and capital-intensive compute market, Planck Network did not aim merely to launch. The goal was to reset expectations on cost, performance, and enterprise readiness with an AI-native stack and a clear path to scale.

THE OPPORTUNITY

Building an investable, enterprise-ready AI stack in a crowded and fast-moving market.

Planck set out to orchestrate global compute through a two-layer architecture. Planck₀ is an AI-native Layer 0 for launching and coordinating AI-optimized chains. Planck₁ is a GPU-native Layer 1 designed to run AI workloads and automation at scale. The broader platform includes an AI cloud with access to H100, H200, and B200-class GPUs, elastic scaling, vector databases, and programmable infrastructure for agent economies.

The market context was challenging. Enterprise buyers weighed centralized clouds, simple GPU marketplaces, and emerging DePIN networks, which are decentralized physical infrastructure networks. Total cost of ownership remained high for organizations that required predictable performance and compliance. Expectations for security, reliability, and service quality continued to rise as AI adoption accelerated across industries.

At idea stage, Planck had a compelling technical thesis; however, the company lacked a repeatable fundraising engine, an institutional operating model, and the partner ecosystem required for rapid scale. Investors asked for proof that linked architecture to business value, including measurable milestones for sovereignty, interoperability, and cost. The team also faced a tight external timeline, with a token generation event planned for November 2025 and listings targeted across major centralized and decentralized venues.

To lead in this environment, Planck partnered with Alvren to professionalize the operating foundation, prepare for capital events, establish an enterprise-ready go-to-market motion, and translate the two-layer architecture into a narrative that generalist investors and buyers could trust.

THE SOLUTION

An end-to-end program that moved from operating model to capital events with a builder’s mindset.

Alvren embedded a cross-functional team across strategy, technology, capital, and go-to-market. The program operated on a weekly cadence with tight goals, clear ownership, and visible outcomes. Legal work was coordinated through in-house counsel with external specialists where required. Alvren also made a selective direct investment to align capital with execution.

The engagement began with direction setting and the operating model. Governance and decision rights were defined, and a milestone-based roadmap linked Layer 0 and Layer 1 delivery to commercial proof points and customer value. Corporate structuring, cap table hygiene, ESOP scaffolding, and board cadence were put in place to support scale. A pragmatic compliance framework and policy library was established for token, treasury, data, and information security.

Investor readiness was treated as a product. The team developed a focused narrative; a concise ten to twelve slide core deck with a technical appendix and FAQ; and a financial and treasury model aligned to use-of-proceeds and runway scenarios. A coherent diligence data room was assembled to withstand technical, regulatory, and commercial review. Target investors were mapped across crypto funds, infrastructure venture firms, and strategic corporates, then prioritized in a sequenced funnel. A CRM-based pipeline, outreach playbooks, and calendar density tactics created momentum. Founders received coaching on the pitch, objection handling, and negotiation. Term sheets were modelled; cap table scenarios were compared; and closing plans were executed with tight documentation control.

Technology leadership focused on proof that matters to buyers and investors. The program clarified value around cost to train or infer, sovereignty, and interoperability. Pilots, benchmarks, and developer experience improvements were designed to demonstrate these outcomes on Planck₁ and along the Planck₀ path. In parallel, the go-to-market motion translated architecture into positioning and messaging for defined customer segments. A design-partner program built early referenceability, and business development prioritized ecosystem relationships.

Partner selection for market makers, launchpads, and exchanges followed a structured process. Weighted criteria balanced cost, liquidity, and operational fit, and negotiations produced terms consistent with the roadmap. Marketing and investor relations adopted a steady rhythm with an announcement calendar, monthly updates, and KPI dashboards. Operating foundations were installed to institutional standards. Banking and tax were set up; budgeting and financial planning were implemented; and accounting and CRM systems were selected and automated with dashboards for cash, runway, and funnel health. Treasury policies and trading guardrails were defined, including mechanics for investor token liquidity. Contract drafting and review moved to standardized workflows with auditable controls.

THE IMPACT

Capital raised, institutional capabilities installed, and momentum toward launch.

Planck closed a seven-figure round and improved terms relative to initial indications. Time to close shortened due to disciplined sequencing, a clear evidence base, and coordinated legal execution. The company now operates a repeatable investor engine with target mapping, CRM workflows, sequenced outreach, and a diligence package that supports technical, regulatory, and commercial review. An investor relations cadence provides transparency on milestones and KPIs.

Institutional readiness advanced materially. Organization, governance, finance, banking, tax, and compliance were stood up from a zero base in weeks rather than months. Treasury policy and token-event mechanics are documented and ready for execution. These capabilities provide a durable platform for later capital events and for enterprise engagements that require operational rigor.

Go-to-market momentum increased. Design-partner pilots were initiated. Priority partner selections and terms were completed for market maker, launchpad, and exchanges. Launch operations were aligned to the November 2025 timeline, with communications and support processes prepared to manage the listing window.

Performance signals strengthened. As reported by the client, Planck has generated more than $2 million in revenue and more than $60 million in GPU TVL, which is total value locked, with over 1,900 H100, H200, and B200-class GPUs live across partners. Strategic capital includes a $200 million commitment for GPU and data center acquisition. Enterprise traction includes Cambridge University, with expansion planned to Oxford, Stanford, and Toronto.

Together, these outcomes position Planck to scale its AI-native Layer 0 and GPU-native Layer 1 platform, while sustaining the operating discipline and market access required for enterprise adoption.