On a Tuesday in early June, Infinity Constellation closed a $24 million Series A—the kind of funding round that in calmer times might have gone unnoticed. But the New York-based holding company isn't trying to disrupt professional services the usual way. It's not buying legacy consulting firms and layering AI on top. It's building them from nothing, with artificial intelligence baked in from the start.
The round drew backing from Freestyle Capital, Backed VC, Rafferty Holdings, Isomer, Oxford Funds, BY Ventures, Gaingels, and Millennia Capital, along with individual checks from Charlie Songhurst and Henry Ford III, among others. The company, which began as an experiment inside another startup in 2024 and formally launched in 2025, now operates seven live business units spanning executive assistants, recruiting, regulatory approvals, and creative services. Four have already hit $1 million in annual recurring revenue.
That pace—if it holds—would represent a sharp departure from how professional services firms traditionally scale. Most grow one hire at a time. Infinity is betting it can grow one AI agent at a time.
One Brain, Many Bodies
At the center of Infinity's model sits what CEO Brennan Pothetes calls "one central brain." Each business unit taps into a shared pool of AI tooling, customer data, and operational infrastructure. The thinking goes like this: every new vertical launched benefits from the learnings of the ones that came before. Pricing strategies, workflow automations, sales scripts—they all feed back into the mothership.
"Every business unit that launches makes the next one smarter," said Maria Palma, a general partner at Freestyle Capital who joined Infinity's board. "That compounding effect is exactly what's needed to take on a massive, fragmented market."
The market in question? Professional services writ large—a sector that represents an enormous opportunity. Independent research from Econ Market Research offers a somewhat more conservative figure: roughly $6.66 trillion as of this year, projected to approach $10 trillion by the mid-2030s. Either way, it's enormous. And aging.
The company's portfolio grew 2.4 times year-over-year as of June, according to internal figures. AI agents now handle work equivalent to what would traditionally require around 90 full-time employees. In some verticals, Infinity claims on its site it can go from zero to first dollar in a month, and hit $1 million ARR in two. Those timelines strain credulity—at least to anyone who's watched a traditional consulting firm try to spin up a new practice. But if even partially true, they suggest a fundamentally different operating model.
The Roster
The business units themselves read like a scattershot tour of corporate support functions. Everest provides AI executive assistants. Zero Hiring automates 95% of its recruiting process, according to the company. Supernal focuses on AI deployment and business transformation. Radiance is an AI-powered creative agency. Unlimited handles financial workflows. Paradox Machines builds data infrastructure for agentic platforms. Labrynth navigates regulatory approvals.
Each runs as a standalone entity with its own CEO, but all share equity in the holding company. Founders who join receive up to $2 million in operating capital, a salary from day one, and equity split between their unit and the parent. At full vesting, the structure allocates 25% to the founder-CEO, 25% to the team, and 50% to Infinity Constellation. It's venture studio meets holding company meets shared services platform—a structural mash-up that doesn't quite fit established categories.
Michael Rafferty, CEO of Rafferty Holdings, one of the Series A backers, noted that his firm is both investor and customer. "This model frees each company to focus on customers and outcomes, rather than reinventing operations every time," he said in a statement.
The Invisible Origins
Both co-founders come from the business process automation world, though by different routes. Pothetes previously founded Butter Insurance, a small-business insurance platform that Odeko acquired in March 2025. Executive Chairman Francis Pedraza built Invisible Technologies, a business process outsourcing company that raised $100 million last September and later bought out its early venture investors in what became a somewhat messy, well-publicized restructuring.
Infinity incubated inside Invisible before spinning out—a detail that perhaps explains both the company's operational DNA and its comfort with unconventional corporate structures.
"Others are buying up legacy firms and bolting AI on top," Pedraza said in the funding announcement. "We're building AI-native from day one, with shared infrastructure and data that makes each new company launch faster and smarter than the last."
That framing—AI-native versus AI-retrofitted—has become something of a rallying cry in the space. Analysts debate whether it represents a durable competitive advantage or simply a different set of tradeoffs.
The Billable-Hours Funeral
Pothetes positions the company's approach as the death of the billable hour. "We're moving to outcomes-based services," he told investors. "Clients don't care about headcount. They care about results."
It's a compelling pitch. But outcomes-based pricing is notoriously difficult to execute, particularly at scale. It requires tight control over delivery costs, predictable AI performance, and clients willing to pay for value rather than time—none of which are givens. Traditional firms have wrestled with that transition for years, often retreating to time-and-materials models when margins got squeezed.
Infinity's advantage, in theory, is that it never built the other way. No legacy billing systems to unwind. No partner comp structures tied to utilization rates. Just AI agents and the promise of compounding efficiency gains.
The company raised $17 million in a prior round back in May 2025, led by Freestyle with participation from Backed VC, Deepwater, BY Venture Partners, and others. Valuation for the current round wasn't disclosed.
Scale Questions
The central gamble here is whether the holding company structure can maintain quality as the portfolio expands. Deloitte and Accenture built their empires over decades, absorbing firms, integrating operations, and cultivating deep industry expertise along the way. Infinity is trying to compress that timeline—launching verticals at speed, with AI doing the heavy lifting.
One analyst report floated the possibility of Infinity launching up to eight new businesses annually, though that figure didn't appear in any official company materials and may be more aspiration than roadmap.
What happens when the shared brain has to serve, say, twenty different businesses with wildly different client needs? When regulatory complexity in one vertical starts bleeding into another? When a single infrastructure decision has cascading consequences across unrelated units? Those are the sorts of questions that dog conglomerates of all stripes, and AI infrastructure doesn't necessarily solve them.
Then again, maybe that's the wrong lens. Perhaps Infinity isn't building a conglomerate at all—perhaps it's building something closer to a software platform that happens to run service businesses on top of it. Infinity's model includes shared data and compounding learnings, according to Pothetes and Pedraza, the way SaaS founders talk about network effects.
For now, at least, the model seems to be working. Four million-dollar businesses in under two years suggests product-market fit, however nascent. Whether it scales is the next chapter—one that will likely involve a lot more capital, a lot more complexity, and the inevitable growing pains that come from trying to industrialize something as stubbornly human as professional judgment.
The fresh $24 million gives Infinity runway to find out.
