Shane Ian Murphy: From Limitless Mobile to Thinking About Milestones at Dual Party Capital

My background includes Limitless Mobile, and one lesson I carry from thinking about telecommunications service coordination is the importance of dependencies. A service can involve several contributors, each responsible for a different part of the result. My recollection of that environment informs how I approach commercial processes today. I am Shane Ian Murphy, cofounder of Dual Party Capital, and this is an affiliated founder’s perspective on the proposed approach of the business I am helping develop.

Dual Party Capital’s stated focus includes asset tokenisation, structured financing and investment discussions. In those discussions, I think it is useful to distinguish an encouraging conversation from an achieved milestone. Interest may justify further work, but it does not complete that work. A proposed agreement may clarify intentions, but it still needs the relevant parties to resolve its terms, complete the required checks and sign the appropriate documents before anybody describes it as executed.

My instinct is to make the route visible. What information is needed before a counterpart can make an initial assessment? Which questions require specialist input? Who is responsible for providing a response? These questions turn a broad ambition into an actionable sequence. They also allow a team to identify work that can proceed independently and work that genuinely depends on an earlier decision. That distinction helps keep a process moving without disguising uncertainty.

A milestone should have an observable completion condition. Sending a document is one activity; receiving confirmation that the document answers a specific question is another. Arranging a meeting is different from reaching a decision in that meeting. I want progress reporting to explain the actual state of the process. Otherwise, a series of completed activities can create a sense of momentum while the central commercial questions remain exactly where they started.

The service coordination connection is useful because a delay often affects more than one participant. If a required input is late, a legal review or commercial decision may also move. The practical response is to identify the dependency and communicate its effect. I do not think repeatedly restating the original timetable adds much value. A revised plan should explain what has changed, who owns the next action and what information would allow the schedule to become more reliable.

An unresolved issues list can be a valuable working document. It should identify the question, the person responsible for advancing it and the evidence needed to close it. I would keep it focused on substantive matters rather than allow it to become a general record of every conversation. Its value comes from making decisions visible. When an issue is closed, the record should explain the resolution well enough that participants do not have to rediscover it later.

I also want commercial teams to be careful with language as a process advances. Preliminary interest, an indicative proposal and an executed agreement describe different states. A founder may naturally want to communicate progress with confidence, but precision protects the usefulness of that communication. It helps colleagues plan expenditure, allocate time and answer external questions on the basis of what has actually happened. It also gives everyone a shared description of the remaining work.

There is room for judgement in setting milestones. Too many can bury a team in reporting, while too few can conceal important dependencies. I favour milestones that correspond to meaningful changes in evidence or commitment. A complete information package, a resolved structural question or an agreed document can each alter the next decision. The sequence should reflect the proposed transaction rather than a generic checklist copied into every situation.

The lesson I draw from my Limitless Mobile background is about practical coordination, not an endorsement of any current funding proposal. At Dual Party Capital, I want to apply that habit of connecting actions to outcomes. An executed agreement should be described accurately, and the path toward it should be understandable to the people doing the work. Clear milestones make it easier to see both genuine progress and the decisions that still need attention.

Company: https://www.dualpartycapital.com/

Personal: https://shanemurphy.co.uk/