Fresh from the Press

Entrepreneurship, Program

Dealing with corporates

As our Colliders constitute their companies and draw the roadmap to spend the initial seed investment, they already seek the backing of corporates to secure their survival. All of our startups are directed to a B2B business model, which means that attracting corporations is key. For this reason, we welcomed Nicolai Schättgen, an expert in connecting the two sides (corporations and startups). His aim as CEO of Match-Maker ventures is to ensure a relevant and successful integration of scaled innovation for both.

“It always takes longer than what you think!”

The truth is that most collaborations startup-corporate do not reach expectations until at least a couple years time, if they ever do. This entails a lot of frustration in terms of time and money. As Nicolai pointed out, when you think of the major conception of startups against corporates that is “SLOW”. And that’s for a reason: corporations are reactionary. As opposed to startups, the risk of losing a lot with a little change is high. Therefore, it is fundamental to set a realistic two-sided venture, where the offerings from each side stand clear.

The KPIs are fundamental to keep focus in a startup-corporation relationship. As Nicolai lists, there are 4 major KPIs you should progressively implement: progress KPIs, quantitative KPIs, result KPIs and financials KPIs. The first two apply to the initial scenario where the relationship is getting started. Meanwhile, the latter more tangible ones are involved in a further developed phase aimed at creating real business impact.

Last in Nicolai’s keynote, he highlights 3 major challenges in startup-corporate deals: people, sourcing and commitment.

People Challenge. This entails the long gatekeeping process followed by corporations to select just the right team with the right idea that covers their need. And if your final focus as a startup is being acquired, it is key to keep in mind the multiple agents that will influence such decision, from C-level supporters to networkers or mentors.
Sourcing Challenge. As many startups struggle to survive, being the one that stays alive enough to get noticed is tough. That’s why it is important to know where corporations set their eyes upon and that is basically: (1) product, (2) market, (3) business model and (4) team. These all will help at the same time evaluate traction, USP and scalability.
Commitment Challenge. Moving beyond the proof of concept and sitting a clear and agreed goal to follow by.

Hope Nicolai’s advice was useful for our start-ups to scout the right corporations and set up fruitful relationships. We’re always honoured to welcome such great experts that collaborate in the early-stage development of The Collider startups.

Entrepreneurship, Technology

Conclusions from a Panel on Tech Transfer and the End of the Startup Era

The Collider’s Program co-director, Albert C. Mikkelsen, elaborates on the conclusions of The Collider’s panel he moderated at 4 Years From Now, “Tech-transfer: can it save us from the end of the startup era?”. Enjoy the read:


Will tech transfer save us from the end of the startup era? As commented in an article from a few weeks ago, the complexities of today’s developing technologies have spurred a debate on whether the startup model will continue to be efficient in driving innovation.

This was the debate I had the honor to moderate held at The Collider’s panel during 4YFN, Mobile World Congress a couple of weeks ago in Barcelona. The panel counted with four outstanding speakers: Elena Canetti, Partner at Inveniam Group; Ricardo Baeza-Yates, CTO NTENT; Tom Hockaday, CEO at Technology Transfer Innovation; and Ali Muhammad, Principal Investigator in Robotics Systems at VTT Technical Research Center of Finland. Their input allowed to draw five key conclusions from the debate:


1. Technology & Deep Science as the Embryo of Progress:

“From Gutenberg’s print to 5G, science and technology have been at the heart of progress in business and society”

Although perhaps the background of the panelists leads to a certain subjectivity, it is true that big advancements in business have been historically underpinned by advancements in science and technology. Without these, value proposals mostly focus on incremental changes through optimisation and small adjustments.


2. Sustained Controlled Chaos:

“As Nietzsche said more than a 100 years ago, “One must still have chaos in oneself to be able to give birth to a dancing star””

New technologies and deep science requires time and, in the words of Ali Muhammad, a certain “Controlled Chaos”. A linear process focuses all attention on one specific outcome, but discovery requires a large element of serendipity and chance, which are achieved by constant inquiry and exploration of tangential topics.


3. End of the VC Era and Cracking the Patient Capital Model:

“Where are start-ups, innovation and VCs headed to?”

Whereas Elena Canetti explained how seed capital is dying in Israel — and mainly surviving through public support -, Tom Hockaday mentioned how it was thriving in the UK — probably due to smart tax incentives for seed investment. Nevertheless, data already shows that although Q4 2017 saw a record in venture investing, the number of deals is decreasing. The panel explained this by two key factors: the capital requirements needed by the complex technologies of today (for more detail please read After the End of the Startup Era and Why Tech Transfer Could Save Us From The End of the Startup Era) and the inherent incentives of the VC model: (1) seeking ever larger funds because of the higher pay that these mean for their managers; (2) seeking to minimise risk by investing in the later rounds that large funds give access to; (3) and obviously ignoring small seed or pre-seed investments that have virtually no impact to the large fund beyond adding complexity to accounting and increasing its risk.
Nevertheless, the panel agreed that this should not immediately mean the end of the startup era. In fact, Elena Canetti spoke about The End of the VC Era. Based on this and the two previous conclusions — technology and deep science as the embryo of progress and sustained controlled chaos — at the end of the debate we came to the conclusion that someone will need to crack the Patient Capital business model. If that is possible at all, and if any private business is willing to take such a risk, would be whole topic on itself to be covered on another article.


4. Necessity is Key:

“As Nordics say, Idleness is the root of all evil; as the English say, Necessity is the mother of invention”

In both the case of Israel and Finland — two of the most innovative and entrepreneurial economies worldwide and represented in our panel by Elena Canetti and Ali Muhammad respectively — the key to their success was either a crisis or a need. In the case of Israel, already in the 50s when it had literally almost nothing, entrepreneurship — alongside innovation, technology and science — was a requirement for its inhabitants and for the nation as a whole. And in the case of Finland, it was the crisis spurred by the fall of Nokia — the revenues of which were equal 20% of Finland’s GDP (for more details read The Nokia Effect and Finland and Nokia: an affair to remember, among many other articles covering the subject) — that propelled the country to becoming one of the world’s hotspots for entrepreneurship and innovation. Necessity drives creativity and there are no advancements in technology or businesses without that first spark of creativity.


5. The Tech Transfer Dilemma:

“From Researcher to CTO: Tech Transfer’s Talent Dilemma”

As Elena Canetti suggested, tech transfer is “not a piece of cake”. There are many factors that are obvious to this: technologies may not be advanced enough for the market, finding the right technology for the right market at the right time and managing the cultures and incentives of researchers, entrepreneurs and investors among many others. To these, Ricardo Baeza-Yates added that there is a certain “Transfer Dilemma” with the research team that has developed the technology or the science behind a business: usually these are people who excel at research and exploration and who are comfortable doing just that. Usually these people when they try the day-to-day pressures of operating a business decide to go back to research (as would happen vice-versa with most executives).


4YFN Recap: start-ups, tech-transfer and networking

Yesterday we wrapped up 4 Years for now. Still with a bit of hangover, we’ve spent the day reflecting on the experience. So here we share a general overview of The Collider’s particular ride through the Mobile World Congress 2018.

We started early on Monday setting up at the Barcelona Mobile stand and workspace. The first day is bubbly and full of excitement at the central venue (La Fira Barcelona). Our Colliders had scheduled meetings here and there and their job was varied according to each team, from scouting competition, to finding partners or looking for the – disguised- investors.

The second day was definitely the most hectic for The Collider. We started at 10.00am sharp in the main stage (Banc Sabadell), host to 400 seats. It was packed as we started with the highlight of the day, a tech-transfer roundtable that we’d been announcing for weeks. You can find all info on our guest panelists in our event overview here. The debate was incredibly rich with the main line of thought focussed in how can tech-transfer save us from the end of the start-up era – for a powerful insight on the end of the start-up era, we recommend this article, written by the Collider’s program manager and roundtable moderator of the day, Albert C. Mikkelsen. To wrap-up the event, we enjoyed the pitch of Licens3d, an in-house startup that hit the stage and caught the audience with their use of blockchain for intellectual protection.

Up next on the same day, we hosted a colloquium at 12.30pm with our panelists and Elaine Louk, Investment Manager at Cambridge Enterprise. The main core of debate was how to promote tech-transfer from within Universities. This was an open talk with OTRI representatives, Collider participants and anyone interested in the topic, sharing experiences from all over Europe and thinking of potential opportunities for the future of tech-transfer.

Lastly, the afternoon placed the focus in the present Collider program, with an in-depth presentation of structure, goals and methodology as well as real case stories. We also enjoyed the insights of the OTRIs themselves and explored ways of collaboration within the program. Overall, this was a wonderful chance to get to know The Collider’s philosophy and brainstorm ways to make the project grow.

On the last day of 4YFN, we set our Colliders free to keep up with the networking and arrange any meetings within our The Mobile World Capital stand. It is also the chance to get noticed by the worldwide press attending the event. After all, The Collider is a pioneer of a kind, contributing to place Barcelona at the center of the startup ecosystem.

And that’s not all. Today, we still have a taste of the Congress with a specialist on deals between startups and corporates, Nicolai Schättgen, CEO at Match-Maker Ventures. Time for our Colliders to polish their approach for all the leads gained this past days. Go teams!


Defining the Unique Selling Proposition

The Unique Selling Proposition (or USP), as its clear name implies, highlights the differential benefit that sets your company apart from the rest towards your customers. This is not to be confused with the tagline, which is an advertorial hook that may – or may not- sum up the USP.

In their particular sprints, our Colliders have been focusing on the MVPs and business models but as the marketing and acquisition stage gets closer, it is their homework to set their USP clear. To help them in this task, we have welcomed, straight from Dubai, Ana Guasch, a serial entrepreneur fuelled by curiosity. Ana listed a few examples of reknown taglines and USPs, such as:

USP: Committed to help all women realise their personal beauty potential by creating products that deliver real care.
Tagline: Everyday Moisture is the key to beautiful skin

USP: Ability to build fully electrically powered vehicles in house.
Tagline: Burn rubber not gasoline

USP & Tagline: Melts in your mouth, not in your hand.

Two key questions can help you define your USP and they are as helpful as rude as they sound: “so what?” and “who cares?”. That means, what is the point of your company and who feels the pain you’re trying to solve.

Overall, the USP hits the sweet spot between what your brand does well and what your costumer wants. In this sense, beware of what your competitor does well and keep a distance if you -most probably-  lack the force to battle them. As Ana Guasch points out, it is not as fundamental to be the best but really to be the only one. This essential uniqueness, deeply rooted in the product, will raise the brand to a level only YOU can reach.

Once you’ve found your formula, you will end up with a sentence or two, easy to remember and never to forget, which will be the key to your marketing effort. Retention and acquisition will actually be our next focus in the upcoming weeks. Among others, we bring a special session by Hubspot and workshops with experts on marketing, analytics and KPIs.

But first, 4YFN is just around the corner -less than a week to kick off- and we will be explaining all about the experience in our next post.


Design-thinking, Lean, Agile? Let’s put some order.

If you’re even slightly familiar with the entrepreneurial world, you most likely navigate in tag cloud of methodologies, including design-thinking, lean startup, agile, scrum, etc. They are all useful in their own scope and contribute to ease up the process of building (or rethinking) a company.

The question here is: how do they actually fit in altogether? To put some order in this mishmash of methodologies, this week we have welcomed a seasoned entrepreneur, awarded Great Place to Work in Spain for 3 consecutive years, Alex Rios. Besides sharing his knowledge with all participants in this week’s workshop, Alex is also an official mentor for one of our Collider teams; and we couldn’t be more honoured to have him among our expert’s pool.

As Alex explained, spotting the right customers through design thinking is a process among two worlds, the concrete and the abstract. It all begins defining the challenge and “ends” in an ongoing wheel of iteration. To add some clarity and structure, here’s our quick guide to distinguishing between design thinking, lean startup and agile:

Design Thinking. The process starts identifying the customer’s pain. This involves using observation to get a clear picture of the challenge and understand the user’s problem. All the insights recorded from observation are then gathered and framed into a list of opportunities which should potentially give an answer to the challenge. That is where we switch from analysing customer problems to brainstorming actual solutions. However, we’re in the abstract world, still, and these potential opportunities should be validated to see if there’s a market fit for real. How? The lean startup method.

Lean startup. Named after a book by Eric Ries, the lean startup defends that “Startup success can be engineered by following [a] process, which means it can be learned, which means it can be taught.” One of the major principles in this process is build-measure-learn. That is where we turn ideas into products and test them in a constant turnaround to improve your product via perseverating or pivoting. If you’re interested in the lean startup and its 5 main principles, you may read more here. The lean start-up offers a structure, a guide to validate your hypotheses. Still, a micro-management system is required to follow your day-to-day strategy. This is were Agile comes useful.

Agile. Agile is a project development methodology born for the software field but extensive to any other one and it has become very popular in recent years. In fact, as of 2017, 94% of organisations practice Agile in some form, according to VersionOne’s State of Agile Report. Agile methodologies are rooted in flexibility and adaptability, planning, early delivery and continuous improvement. There are two main agile methods (Scrum and Kanban) – for a clear picture between these two you might want to read this article.

Source: Alex Rios

Hope this insight into “design-thinking meets customers” has shed some light to make your future ambitions and project ideas come true.


Meet our technologies

A month through the Venture Building Phase, the time has finally come for us to give you an overview of The Collider’s tech stars. At a point were most startups are close to incorporation, we are ready to share with you the details of the innovative technologies that joined this first edition of The Collider to be turned into successful startups. All born in high-profile Universities and research centres, they were carefully selected according to their potential impact and value to society.

Leading these causes, we have welcomed incredible scientists offering their best knowledge to achieve the tech-transfer process. And here’s our word of gratitude to these people – the ones who remain with us and the ones who left- who dared leave their labs and offices to join an exciting venture of entrepreneurship along with us.

Meet hereby our pioneer specialists and their represented technologies:

Pep-Lluís de la Rosa / Universitat de Girona
DRM platform based on Blockchain that hinders unauthorized distribution, proves ownership and protects unrestricted reproduction from CAD files. LICENS3D acts as the unique repository of all design data by connecting the CAD system, system administrators and manufacturing HW directly to the Blockchain securing the data from design to the manufacturing of a product.

Antonio Tripiana / Universitat Autònoma de Barcelona
Our GPS location technology for IoT sensors solves the battery and precision pains in a very simple way: we do all the  calculations in the cloud. This processing offloading from the sensor to the cloud increases up to 10 times the battery lifetime of the sensor and improves the accuracy.

Javi Agenjo / Universitat Pompeu Fabra
Online platform for brick and mortar retail analytics combining virtual reality with metric data overlays. Our technology blends techniques such as big data over traditional ERP data plus data obtained from different IoT systems, all visualized using state of the art 3D technologies.

Samantha Lopez / Centre de Recerca Matemática
RHmicro is a company of blood cells diseases diagnostics that combines microfluidics technology with big data. It creates a precise and portable in-vitro device that immediately diagnose hematological diseases with a single blood drop.

Stefan Bott / Universitat Pompeu Fabra
The Altum platform allows you to convert your big data written in natural language into data which can be automatically exploited in a meaningful way. Altum extracts the relevant information from you documents, classifies it and stores it in a machine-understandable format.

Victoria Beltran / Universidad de Murcia
Torakku combines the best of UWB and RFID technologies to feed an intelligent, highly scalable and flexible IoT Real Time Location System that allows to locate assets impossible to track so far.

Anna Nicolau / Universitat Politècnica de Catalunya
SensoCor tracks the user’s cardiovascular health by measuring heart rate and blood velocity, which are indicators for heart and arteries condition. The user only has to place two fingers from each hand in the device and wait to be diagnosed. SensoCor’s service is the combination of an electronic device and a layer of Artificial Intelligence treating the data obtained.

Mislav Jordanic / Universitat Politècnica de Catalunya
Electromyographic signals are electrical signals generated by the skeletal muscles during contraction. By recording and processing these signals, person’s movement intention can be extracted and used in many applications involving human-machine interfaces, such as, control of external devices, prostheses, and exoskeletons.

At The Collider we couldn’t be prouder to have host such a pool of leading technologies. Needless to say that they came along with brilliant scientists supported by powerful Universities. The first edition of The Collider wouldn’t have been the same without these protagonists and their drive to add value to society.

Keep posted for more real insights on The Collider 2017!


4YFN is coming…

The official countdown is set for this year’s edition of the Mobile World Congress. Mobile World Congress is the world’s largest gathering for the mobile industry, organised by the GSMA and held in the Mobile World Capital, Barcelona, from the 26 February to 1 March 2018. Within this macro event, 4 Years From Now stands as the startup business platform that enables startups, investors and corporations to connect and launch new ventures together. As a venture builder, that’s precisely where we want to be.

As part of the Mobile World Capital Foundation, The Collider has a privileged position in 4YFN, which sets its quarters in Fira de Barcelona during the first three days of the Mobile World Congress. Not only do our participants have a free and open door to all C-level keynotes and workshops, but they also benefit from a private sponsored space to undertake meetings, deliver pitches and enjoy a short break from an intense schedule.

Furthermore, it is our pleasure to disclose an exclusive “The Collider” event that will take place on the second day of the Congress (27th February). We have gathered an outstanding panel of experts who will discuss the present & future of tech-transfer in Europe. The round table will be held at 10am in the venue’s main stage (Banc Sabadell Stage).

Moderating the discussion will be Collider’s Program manager Albert C. Mikkelsen and leading the conversation we will have 4 international experts in the Tech sector. Please, meet our guests:

Ali Muhammad currently works at the Human-Machine Systems and Virtual Reality, VTT Technical Research Centre of Finland. Ali does research in Chemical Engineering and Control Systems Engineering. From their department they lead tech transfer programs at European level. Their most recent publication is ‘Static/Dynamic Test Case Generation For Software Upgrades via ARC-B and Deltatest.’

Elena Canetti is a partner of the company Inveniam Group. Inveniam is a strategic consulting and transactions company, specialized in technology-based businesses in the areas of Life Sciences and Sustainability. She is recognized as one of the most active leader in technology transfer in Europe, Asia and the Middle East and has years of experience in the commercialization of technology in international markets, having completed hundreds of licensing and research agreements to date, in high technology areas.

Tom Hockaday is an independent technology transfer and innovation consultant with his business Technology Transfer Innovation.  Tom is currently working with clients across Europe, including the UK.  These assignments include advising universities on Technology Transfer and Innovation strategies and investment funds, and membership of the BeAble Investment Committee in Madrid. Tom was the CEO of Isis Innovation Ltd, the University of Oxford’s Technology Transfer organisation from 2006 to March 2016 (renamed Oxford University Innovation Ltd in mid-2016). Whilst at Oxford University, Tom oversaw the expansion of Isis Innovation into one of the world’s leading university technology commercialisation organisations with its activities greatly contributing to the substantial impact of the University of Oxford around the world.

Ricardo Baeza-Yates is CTO of NTENT, a semantic search technology company based in California, since 2016. Before, he was VP of Research at Yahoo Labs from 2006 to 2016, first in Barcelona and later in Sunnyvale, USA. He also has part-time academic affiliations in Australia, Canada, Chile, Spain, and USA. He obtained a Ph.D. in CS from the University of Waterloo, Canada, in 1989. He is co-author of the best-seller Modern Information Retrieval textbook of Addison-Wesley (2nd ed 2011), that won the ASIST 2012 Book of the Year award. He has been member of the ACM Council as well as the Board of Governors of the IEEE Computer Society. He is a Fellow of the ACM and the IEEE.

This will be a great opportunity for anyone attending 4YFN to learn about the state-of-the art in the tech-transfer innovation scene and its close relationship with the start-up world. Make sure to be there to enjoy the debate and for the chance to meet our participants.

Feel free to pay us a visit at the 4YFN space for 1-to-1 touch of The Collider. See you soon!

Entrepreneurship, Program

Pilots, pilots, pilots…

Here we are; halfway through the program and with a clear KPI in mind: business pilots.

Our Colliders are moving fast. For the whole month, the office has been at full steam with calls and meetings with potential customers and partners. And that’s because our start-ups are aiming high, contacting the top stakeholders in their respective industries, pushing for that personal interview that may make a difference. The truth is you never know; that key contact may be lying behind a coffee conversation with a workshop facilitator or behind an afterwork guest. Persistence is key for our Colliders.

In order to convince, it isn’t all about Power Points and Financials. It ultimately comes down to mastering soft communication skills. To train our Colliders in this territory, we have welcomed two experts in the field who’ve revolutionised the way we understand our relations and (mis)understandings with others. Our facilitators Gloria Mora and Xavier Jané proposed a revelatory dynamic exposing the difference among people with a stronger visual, auditory or kinestesic way of communication. While the first (more numerous) group completed the task really quick, the latter still faced a blank paper 10 minutes after.

To reduce it to a simplistic explanation, the visual group focusses in what they see whereas the kinestesic one focusses on what they feel; that is “It is cold” against “I am cold”. And what about the minority of auditory kind? This is listener type, who knows accurately what they want and looks for that exact right word to express himself.

Depending on your interlocutor’s director system, you may want to make them feel comfortable at first (kinestesic), show them the advantages of your product in advance (visual) or make them speak to figure out what they actually want (auditory). If you’re curious to spot your preferable system to receive external information, feel free to take this quick test.

Once you pull the hook, wonderful things happen. Big corporations are already in open conversations with our startups. The kickoff point? A business pilot.

A pilot in business is a “small-scale campaign, survey, or test-plant commissioned or initiated to check the conditions and operational details before full scale launch” (Business Dictionary). This is the actual validation of hypotheses and go-to-market proof. A properly planned business pilot will help, not only to test your product but also to learn from an organisational and cultural standpoint.

Once the entrepreneurs in each team have made their job to close these deals, it comes to our scientists to work hard and adapt their technologies to the needs of the first mockup. That is, finally, the first tangible of the “collider” concept: turning a technology born in University into an effective marketable product.

Stay tuned for futher news.

Entrepreneurship, Program

Storytelling: “You had my curiosity, now you have my attention”

Every bit of conversation is an act of storytelling. The inclusions, the omissions, the tone, the emotion… every fraction of verbal communication shapes a story. Stories can be as short as a breakfast description and as long as a lifetime memory. And they can be as entertaining as a Hollywood movie or as dull as a prescription diary. But one thing rules them all for success.

Engagement is the key factor.

Engaging the audience while delivering your story is fundamental to achieve your objective, be it a friends night out or an investment round. In a program such as The Collider, you may think one’s focus should stand on partners, investors, customers, etc. True. But in fact, anyone should be eligible to test your idea’s  potential.

“An image is worth a thousand words, but a feeling is worth a thousand images”

This assertion by The Collider’s facilitator Victor Ronco couldn’t be more spot on. The moment you find that emotional connection with the listener, you get hold of their attention and not only their curiosity, quoting Tarantino’s Django Unchained.

In order to grab that feeling, there is no magic formula, since every person encompasses a unique rationale. But there is a receipt that helps. Victor Ronco discloses the ingredients of a startup storyline. These include mission, context, rivals and assumptions among many other elements.

A good place to start is the elevator pitch or statement, which is commonly constructed as follows:

  • For (target customers)
  • Who (have the following problem)
  • Our product is a (describe the product or solution)
  • That provides (cite the breakthrough capability)
  • Unlike (reference competition)
  • Our product/solution (describe the key point of competitive differentiation)

Some more advice from our guest expert in storytelling is to stay true and be real; mistakes can play a sympathetic effect in your audience and it’s always better to demonstrate than simply explain.

All in all, the elements are set for you to play with them. The last key factor for an engaging storytelling is practice, practice and practice.

Program, Technology

Venture building: mentors, OKRs & negotiation

As we open The Collider’s Phase 2, participants feel the pressure increasing.

Phase 1 was fun and full of post-its, flip charts, workshops and market research. By now, our runner-ups have their ideas set. Validation is done. Iteration is done. And pretotyping is also done to “make sure – as quickly and as cheaply as you can – that you are building the right it before you build it right” (Google’s word).

On the last day of the Opportunity Validation phase, our participants pitched their projects to an internal committee. As a result, out of the 8 projects, 5 are moving forward, 2 are pivoting and 1 has dissolved.

Following this –intensive- month of ideation January sets start to the next phase, Venture Building. The Collider’s Phase 2 is a four-month journey with a very strict selection process based on OKR standards. In the OKR monitoring, “O” stands for “objectives” and the “KR” for “Key Results”; the first being qualitative and the latter –usually three- being quantitave. If anyone fails to pass the biweekly OKR tests, their situation in the program will be seriously compromised.


The Venture Building phase will be divided in 4 stages, with the content organized as follows:

MVP. Focused on defining the minimal viable product, sharpening brand building and learning launch.

Costumer Value. Based on perseveration or iteration, developing sprint planning, and improving the product market fit.

Scalability. Encompasses acquisition and retention, KPI and marketing analytics plus growth formula.

Business modelling. Aimed at improving the model and pitch for the demo day.


Thankfully for our Colliders, an extra help is coming along. This phase sees a pool of mentors joining one each team, according to expertise, to supply close guidance and support. Among them, we have experts in health, tech, retail and VC.

But first comes first. Colliders need to open up the fund flow, for which they have a clear requirement: constituting their businesses. But turning a research project into a company requires a lot of negotiation and paperwork: polishing business plans, defining equity, reaching an agreement with the research centers, etc.

If you’re curious to know the result of this process, keep posted for more.

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