Latest from Bridge Connect

Circular capital may fuel innovation, but unchecked it erodes trust. Bridge Connect closes the series with a governance roadmap showing how boards can map dependencies, quantify risk, and break circular AI loops — restoring transparency, accountability, and investor confidence in the digital economy.

AI’s investment ecosystem is becoming self-referential — with suppliers investing in customers and booking revenue from their own capital. Bridge Connect analyses how these loops generate synthetic leverage, inflating valuations while hiding systemic fragility across the AI supply chain.

AI’s biggest players are selling to themselves. Nvidia invests in CoreWeave, which buys Nvidia GPUs; Microsoft funds OpenAI, which spends on Azure. Bridge Connect investigates how circular contracts are creating a modern “Breton Pulley” — a feedback loop of synthetic demand that blurs the line between growth and self-financing.

Complex ownership webs thrive on opacity. Bridge Connect outlines how boards, investors, and regulators can identify and unwind Breton Pulley structures through structural audits, graph mapping, and enhanced disclosure — turning transparency from a compliance exercise into a governance advantage.

Circular ownership doesn’t just shift control; it manufactures leverage. By recycling dividends and equity across interlinked entities, Breton Pulley structures inflate value and disguise risk. Bridge Connect exposes how this financial alchemy mirrors modern balance-sheet illusions and what boards can do to uncover true exposure.

Corporate structures can create control without capital. The “Breton Pulley” — a circular ownership loop made famous by the Bolloré Group — reveals how companies can appear publicly owned while remaining tightly controlled. Bridge Connect examines how these mechanisms distort transparency, valuation, and governance integrity.

Telecom, ICT and defence-tech firms face unique exposure to geopolitical, regulatory and supply-chain risk. China+1 is no longer optional: it is a governance standard. Distributed manufacturing, multi-node sourcing and compliance-driven supply-chain design are becoming competitive differentiators.

Global manufacturing is shifting into a distributed, multi-node model. Vietnam, India, Thailand and Mexico are securing the largest flows of China+1 investment, offering cost, risk and regulatory advantages. But upstream dependencies remain firmly China-centric.

China+1 is no longer a low-level supply-chain adjustment. It has become a structural redesign of global manufacturing, driven by risk mitigation, regulatory pressure and strategic resilience. Boards must treat China+1 as an operating-model shift, not a contingency.

The world of venture capital is often buzzing with new opportunities, but one sector seems to remain overlooked: defence. While...