For start-ups and scale-ups in the tech sector, having the right team in place is critical. Product development, market penetration and securing investment all depend on having the right people, and so businesses in this sector generally act swiftly when the fit isn’t right or performance isn’t hitting the mark.
What have been your biggest learnings at Dawn Capital and HV Capital and how have you applied them to your roles at Portfolio companies such as Exein, LeanIX, Fonoa and Templafy?
Where to start… The biggest two are related. Number one, most of the big problems and eureka moments in a scaling company can fundamentally be traced down to people. It sounds so obvious, but it’s worth reiterating again. You either have great people in the right place in the organisation and things move forward or you have the right people in the wrong place or the wrong people altogether. What makes this hard is that this picture – who and where is “right” – can change rapidly as the company grows. Managing this while doing everything else that a founder needs to do is challenging and, also, many founders hate it or maybe don’t see the value until something has gone very wrong and needs urgent fixing.
Every serious business runs on financial data. It shapes pricing, investment, procurement and risk. Over the next decade, another dataset will start influencing those decisions just as directly: carbon data. For years, emissions reporting was treated as an annual compliance exercise, collected by sustainability teams and filed away for regulators, investors or customers. That model is quickly becoming outdated.
Q: What makes you lean forward in the first five minutes of a B2B SaaS pitch?
Clarity of problem and founder depth. Early on, I want to feel that this person has lived the problem and that they’ve spent time in the weeds with customers and can articulate not just what’s broken, but why it’s stayed broken. The second thing is depth: does the founder have a point of view on where their sector is going, not just where it is today? In my experience, founders who build things customers actually need do so by combining deep domain expertise with technical depth. In my opinion, that combination is hard to fake, and it is usually apparent early in discussions if founders lack in either area.
An introduction to Co-Founder Agreements
Starting a business with co-founders is exhilarating, but it can also be a leap into the unknown. When co-founders are aligned, things run smoothly. But what happens when opinions clash, someone wants out, or life throws a curveball? Without a clear agreement upfront, these moments can lead to costly disputes, potentially threatening the future of your venture. That’s where a co-founder agreement comes in.
It’s not how loud you are; it’s how far your influence reaches.
Most people hear “magnetic leader” and imagine a charismatic Founder with a strong brand, someone who speaks at all the big conferences, who appears on all the podcasts. However strength in this trait is not just about a strong personal brand it’s about the ability to have a multi-layered impactful influence across three totally different audiences at once:
Investors
Customers
Internal teams
It’s rare because very few leaders can naturally operate across all three spheres with equal effectiveness. Impact on Investors and customers is more common as these two spheres are extrinsically motivated. That multi-channel influence requirement sets Magnetic Leadership apart from traits like Drive or Resilience, which are more internally oriented.
I’m on a personal mission to eliminate bias in this process and bring data to founders that will help them scale themselves and their teams all the way to successful exit.
The result is six key traits that define founder success and eliminate bias in investment decisions. And, we’ve created a test you can use to benchmark yourself.
In this series, week by week, I will share each of the six traits, the data behind it and why it’s important.
Approximately 90% of startups fail. 
