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How Invictor works

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MARKET INFRASTRUCTURE

Supply disruption has never had a market.

Invictor brings buyers, suppliers and underwriters into one market — where future access to production capacity is reserved, priced and underwritten before disruption, not after.

Invictor brings buyers, suppliers and underwriters into one market — where future access to production capacity is reserved, priced and underwritten before disruption, not after.

Invictor brings buyers, suppliers and underwriters into one market — where future access to production capacity is reserved, priced and underwritten before disruption, not after.

Explore the market

Explore the market

See the evidence

THE STRUCTURAL GAP

The great risks have markets. Supply continuity doesn’t.

Currency. Commodities. Credit. Catastrophe. Each one — priced, transferred, absorbed. The risk that stops production lines never got one.

Currency. Commodities. Credit. Catastrophe. Each one — priced, transferred, absorbed. The risk that stops production lines never got one.

Currency risk
Foreign-exchange markets
Commodity-price risk
Futures and options
Credit risk
Credit derivatives
Catastrophe risk
Insurance-linked securities
Supply-continuity risk
No dedicated market

Companies already pay for supply-continuity — in fragments, under pressure, without a market.

Deposits. Prepayments. Excess inventory. Bilateral capacity deals struck under pressure.

NVIDIA · SEC FILINGS · 2020–2024
+37%
prepaid commitments in seven months — non-cancellable orders, premiums and deposits paid to secure future capacity.

Economically, those commitments are a capacity-reservation premium — paid without an instrument, without a market. The behavior exists. The market doesn’t.

2020
COVID-19
Factories, ports and borders shut worldwide
2021
Suez blocked
One ship halted global trade
2022
Ukraine war
Neon, palladium and grain supply cut
2022
Chip controls
Advanced semiconductor exports restricted
2023
Export restrictions
China restricts gallium and germanium
2024
Red Sea
Shipping rerouted around Africa

Disruption stopped being the outlier years ago — the market architecture around procurement hasn't caught up.

THE MANIFESTO

Before disruption, not after.

The world this market is built for — in the founder’s words.

The world this market is built for — in the founder’s words.

THE INSTRUMENT

Don’t trade the material. Reserve the capacity that produces it.

You cannot standardise a disruption. You can standardise what protects against it: production capacity — measurable, priceable, tradable across grades, specs, and categories. Previous procurement-market models standardised goods and transactions — and broke on heterogeneity. Invictor standardises the protection layer instead: defined rights to reserved production capacity.

Invictor’s instrument is a capacity reservation option — tradable, structured, underwritten. Buyers reserve future access to certified production capacity. They hold the right, never the obligation. Suppliers hold the slots and earn the premium either way.

Invictor’s instrument is a capacity reservation option — tradable, structured, underwritten. Buyers reserve future access to certified production capacity. They hold the right, never the obligation. Suppliers hold the slots and earn the premium either way.

Not a spot marketplace. It doesn’t intermediate purchases of goods on shelves — it reserves the capacity that produces them.

Not a spot marketplace. It doesn’t intermediate purchases of goods on shelves — it reserves the capacity that produces them.

Not a commodity futures exchange. The underlier is access to production capacity — not the price of the material.

Not a commodity futures exchange. The underlier is access to production capacity — not the price of the material.

Not an inventory hedge. Capacity to produce — not stock on shelves.

Not an inventory hedge. Capacity to produce — not stock on shelves.

Not procurement software. It prices the risk procurement teams carry by hand.

Not procurement software. It prices the risk procurement teams carry by hand.

FOUR STAGES, ONE PROTECTION LAYER

From listed capacity to delivered product.

01

Identify.

Identify.

Categories where supply continuity is at risk cross the listing threshold. Terms published before anyone commits: price locked at listing, tenor, exercise windows, certified supplier pool.

Categories where supply continuity is at risk cross the listing threshold. Terms published before anyone commits: price locked at listing, tenor, exercise windows, certified supplier pool.

02

Reserve.

Reserve.

Buyers bid premium for capacity rights. Price discovered by the market, not set by formula. Suppliers earn from the day the listing clears — exercised or not.

Buyers bid premium for capacity rights. Price discovered by the market, not set by formula. Suppliers earn from the day the listing clears — exercised or not.

03

Exercise — or hold.

Exercise — or hold.

At each window, the buyer decides: take priority access at the locked price, or hold. Optionality, not obligation.

At each window, the buyer decides: take priority access at the locked price, or hold. Optionality, not obligation.

04

Deliver.

Deliver.

Exercise settles in product — real output at the pre-agreed price, through the certified pool.

Exercise settles in product — real output at the pre-agreed price, through the certified pool.

If a supplier fails, the structure is built for physical continuity —

If a supplier fails, the structure is built for physical continuity —

the failing supplier's bond
substitution from the certified pool
reserves
underwriting capital — bounded, priced at listing

Every rule is published before commitment. Every parameter is frozen at listing.

The system keeps learning — on the next instrument, never yours.

THE LISTING THRESHOLD

Listed while reserving still matters.

Invictor continuously evaluates supply-stress conditions across critical categories. When a category reaches the listing threshold, Invictor admits and lists the instrument — terms published, exercise windows defined, the exercise price locked at listing. The market opens while reservation can still protect continuity — before scarcity fully reprices capacity.

THE RECONSTRUCTION

We reconstructed the market that should have existed.

2020–2024.

2020–2024.

Five documented disruption windows.

Five documented disruption windows.

Eight critical materials.

Eight critical materials.

Seventeen documented material-disruption cases.

Seventeen documented material-disruption cases.

Reconstructed from contemporaneous public records and observed disruption outcomes — a historical reconstruction, not a live track record.

Reconstructed from contemporaneous public records and observed disruption outcomes — a historical reconstruction, not a live track record.

$1.18B

$1.18B

The premium the industry could have paid — before disruption.

The premium the industry could have paid — before disruption.

$16.27B

$16.27B

The continuity value it would have preserved.

The continuity value it would have preserved.

13.7×

13.7×

Return on premium.

Return on premium.

The reconstruction ends here. The market doesn’t.

The reconstruction ends here. The market doesn’t.

The default tier: $16.27B in modelled buyer value against $1.18B in premium. Conservative bound: $14.71B (12.4×). At maximum scope: $16.55B (14.0×) — $14.76B anchored in documented continuity costs, $1.79B in price differential against the locked price. The headline is the default tier: deliberately not the largest number. Roughly nine-tenths of the modelled value is anchored in documented continuity costs rather than price assumptions.

The default tier: $16.27B in modelled buyer value against $1.18B in premium. Conservative bound: $14.71B (12.4×). At maximum scope: $16.55B (14.0×) — $14.76B anchored in documented continuity costs, $1.79B in price differential against the locked price. The headline is the default tier: deliberately not the largest number. Roughly nine-tenths of the modelled value is anchored in documented continuity costs rather than price assumptions.

ABF substrate · 2020–2024 — the continuity case.

ABF substrate · 2020–2024 — the continuity case.

NVIDIA’s filings show ~$983M of continuity protection built by hand: prepaids up 37% in seven months, 36 extra days of inventory carried at cost. The spend existed. The instrument didn’t.

NVIDIA’s filings show ~$983M of continuity protection built by hand: prepaids up 37% in seven months, 36 extra days of inventory carried at cost. The spend existed. The instrument didn’t.

Neon · 2022 — the price case.

Neon · 2022 — the price case.

2022: a locked $1,180/m³ against a wartime spot of $2,200–$8,500. Under an extreme shock, the locked price did the work — the evidence range is wide, and it’s shown that way.

2022: a locked $1,180/m³ against a wartime spot of $2,200–$8,500. Under an extreme shock, the locked price did the work — the evidence range is wide, and it’s shown that way.

Historical reconstruction against five documented disruption windows. A model that claims everything has tested nothing — view methodology and limitations

CONTEMPORANEOUS RECORD · FORTUNE · SEPTEMBER 2021

Going forward, I expect we’ll see more players change their approach to this segment with a more careful plan to monitor capacity and more efforts to reserve capacity in advance.

Going forward, I expect we’ll see more players change their approach to this segment with a more careful plan to monitor capacity and more efforts to reserve capacity in advance.

Peter Hanbury · Partner, Bain & Company

Peter Hanbury · Partner, Bain & Company

EVERY SEAT GAINS

One market. Three reasons to participate.

BUYERS

Continuity, secured before disruption.

Continuity, secured before disruption.

Buyers reserve future access to critical capacity before disruption — without committing to buy the full output today. Priority at a price locked in advance. Optionality instead of volume obligations.

Buyers reserve future access to critical capacity before disruption — without committing to buy the full output today. Priority at a price locked in advance. Optionality instead of volume obligations.

SUPPLIERS

Held capacity that earns. Demand you can build on.

Held capacity that earns. Demand you can build on.

Suppliers monetise capacity they commit to hold available — premium income from the day a listing clears, whether or not it’s ever exercised, plus forward visibility into demand.

Suppliers monetise capacity they commit to hold available — premium income from the day a listing clears, whether or not it’s ever exercised, plus forward visibility into demand.

UNDERWRITERS

A risk the world can finally price.

A risk the world can finally price.

Underwriters price a risk the world has always carried but never structured — a bounded, reserve-backed exposure standing behind supplier bonds, substitution, and reserves. Now defined. Now priceable.

Underwriters price a risk the world has always carried but never structured — a bounded, reserve-backed exposure standing behind supplier bonds, substitution, and reserves. Now defined. Now priceable.

Positive-sum by design.

Positive-sum by design.

WHY THIS EXISTS

Invictor began with a problem observed from inside procurement: companies repeatedly paying enormous continuity costs, with no market to price the protection.

Invictor began with a problem observed from inside procurement: companies repeatedly paying enormous continuity costs, with no market to price the protection.

The founder’s journey crossed three disciplines that rarely meet.

The founder’s journey crossed three disciplines that rarely meet.

At IIFT, the foundation was in global trade — how value moves across borders, why markets emerge at all, and why some systemic risks never get one. Inside ANZ’s markets business across Sydney, Singapore and London, the work was pricing, valuation and prudential discipline — how uncertainty becomes a governed, tradable product. And across a decade of procurement transformation — Lubrizol under Berkshire Hathaway, Singtel, GEP; $250M+ of spend, $150M+ negotiated — the same pattern repeated: supply-continuity risk still paid for by hand.

At IIFT, the foundation was in global trade — how value moves across borders, why markets emerge at all, and why some systemic risks never get one. Inside ANZ’s markets business across Sydney, Singapore and London, the work was pricing, valuation and prudential discipline — how uncertainty becomes a governed, tradable product. And across a decade of procurement transformation — Lubrizol under Berkshire Hathaway, Singtel, GEP; $250M+ of spend, $150M+ negotiated — the same pattern repeated: supply-continuity risk still paid for by hand.

What changed was not the problem — it had existed for years. What changed was the ability to model, test and structure the solution at the speed of the insight.

What changed was not the problem — it had existed for years. What changed was the ability to model, test and structure the solution at the speed of the insight.

Trade revealed where markets fail. Markets taught how risk becomes tradable. Procurement exposed the one recurring risk still managed manually. Invictor emerged where the three converged.

Trade revealed where markets fail. Markets taught how risk becomes tradable. Procurement exposed the one recurring risk still managed manually. Invictor emerged where the three converged.

Shriyans Saxena

Founder

BEGIN

You are already paying for supply disruption. Invictor makes continuity priceable.

If supply continuity touches your P&L — as cost, as risk, or as capital — this conversation is worth forty-five minutes.

If supply continuity touches your P&L — as cost, as risk, or as capital — this conversation is worth forty-five minutes.

I’m approaching this as a —

Disruption, priced.

Disruption, priced.

invictor

© Invictor 2026