Miraki Innovation

Sameer Sabir founded Miraki Innovation and leads the firm's investment strategy from Cambridge. Before starting Miraki, he held senior investment roles where he developed a focus on commercializing advanced technology. The firm has not publicly named additional partners, though its deal sourcing model implies a network of fellows, engineers, and domain experts who triage opportunities before they reach the investment committee.

Miraki's sourcing advantage is structural and geographic. The firm is headquartered in Cambridge, placing it steps from MIT, Harvard's School of Engineering and Applied Sciences, Massachusetts General Hospital, and the dense cluster of federally funded labs that produce roughly $1.5 billion in annual research spending. This creates a funnel of patent applications, post-doc spin-outs, and IP disclosures that generalist venture firms typically do not see until a formal Series A auction begins.

Miraki's stated strategy covers direct early-stage, growth, and pre-IPO placements, as well as co-investment and PIPE transactions. There is no public record of the firm operating a fund-of-funds program. The structure suggests that when external managers are engaged, it is typically through project-specific special-purpose vehicles rather than blind-pool LP commitments.

The firm writes checks from seed and start-up phases through late-stage growth and pre-IPO rounds. This lifecycle coverage — from first institutional capital to public-market crossover — is characteristic of a permanent-capital vehicle rather than a traditional fixed-life venture fund, though Miraki has not disclosed its specific fund structure.

Miraki does not publish a formal exclusion list, but its mandate is concentrated on asset-heavy, science-risk categories: artificial intelligence, robotics, life sciences, and industrial technology. Consumer internet, brand-driven commerce, and lightly regulated financial products do not fit its technical-diligence model and are generally absent from firms with this scientific-sourcing architecture.

Miraki lists co-investment among its strategies, meaning it is structurally willing to participate in syndicates led by other institutional GPs. This is common for firms that do not seek board control but want exposure to a specific technology vertical or founding team. The terms and typical check sizes for such co-investments have not been publicly disclosed.