🚨 The Boardroom Problem: Sustainability as an Afterthought

Many businesses claim sustainability is a priority, but their governance structures tell a different story. Sustainability officers are often buried three or four levels down the hierarchy, while boards focus on short-term financial performance rather than long-term resilience.

🔹 The Result? Sustainability becomes a marketing exercise rather than a business driver.

Veronica pointed out that:

“Sustainability should not be an item on the board’s agenda—it should shape the agenda.”

If sustainability isn’t integrated into risk assessment, investment decisions, and executive incentives, it simply won’t drive real change.

📌 The Three Governance Gaps Undermining Sustainability

Veronica outlined three critical gaps that prevent sustainability from being taken seriously at the board level:

1️⃣ The Knowledge Gap – Boards Lack ESG Expertise

Most board members don’t have deep sustainability knowledge, making it difficult for them to assess climate risks, supply chain vulnerabilities, or ESG regulations.

✅ Fix: Companies must appoint board members with proven ESG expertise or provide targeted training to existing leadership.

2️⃣ The Incentive Gap – Executive Pay Rewards Short-Term Thinking

“What gets measured gets done. If ESG isn’t linked to executive compensation, it’s never going to be a priority.”

Boards often tie executive rewards to financial targets rather than sustainability metrics. As a result, ESG goals get deprioritised when profitability is at risk.

✅ Fix: Companies must link CEO and executive bonuses to tangible sustainability outcomes—carbon reductions, ethical sourcing, and long-term ESG performance.

3️⃣ The Accountability Gap – Sustainability Isn’t a Board Responsibility

Many companies have a Chief Sustainability Officer (CSO), but their influence is limited if they’re not directly reporting to the board.

🔴 Red Flag: If the CSO is presenting to the board once a year, sustainability is not a business priority.

✅ Fix: ESG should be a standing board agenda item, and CSOs must be empowered to challenge leadership decisions.

💡 How Boards Can Make Sustainability a Strategic Priority

Veronica outlined three actions for companies that want to move from rhetoric to results:

🔹 Embed ESG into Core Governance Structures – Every major decision should be evaluated through a sustainability lens.
🔹 Prioritise Long-Term Value Creation – Shift from short-term shareholder returns to stakeholder capitalism.
🔹 Enhance Board-Level ESG Oversight – Appoint sustainability committees to ensure accountability at the highest level.

“The companies that will thrive are the ones treating sustainability as a fundamental business driver—not an add-on.”

📢 The Business Case for Strong ESG Governance

For any leaders still sceptical, Veronica was clear: sustainability is now a business imperative, not just a moral choice.

🚀 The Competitive Advantage of Strong ESG Leadership:

✅ Investor Confidence: ESG-focused companies attract long-term investors.
✅ Regulatory Compliance: Avoid greenwashing lawsuits and heavy fines.
✅ Talent Retention: Employees increasingly seek purpose-driven organisations.
✅ Risk Mitigation: Climate and social risks are business risks.

“Boards that fail to take ESG seriously today will be scrambling to catch up tomorrow.”

🎤 Final Thought: Governance Is the Make-or-Break Factor

Veronica left listeners with a strong message:

“If boards don’t prioritise sustainability, it will never be embedded into the DNA of the business.”

This isn’t about doing less harm—it’s about future-proofing organisations for the decades ahead.

📢 Final Challenge for Business Leaders:

• Is sustainability actively shaping your board’s strategy?
• Are executives financially incentivised to deliver ESG results?
• Does your Chief Sustainability Officer have real influence?

If the answer is “no”—it’s time for a governance reset.

Without Community Buy-In, There Is No Mine

A mining project isn’t just shaped by geology, technology, and financing. If local communities don’t support it, opposition can lead to delays, legal challenges, or outright project failure.

Lucy’s experience working in early-stage mineral exploration across Africa highlighted this first-hand. “In Morocco, Ethiopia, and Madagascar, I saw how little local communities were told about what was happening on their land,” she explained.

“We’d turn up with GPS devices and rock hammers, and people would assume mining was about to start immediately. But in reality, exploration can take decades before anything materialises.”

This lack of communication breeds fear and resistance. The same dynamic plays out closer to home, even in the UK, where Cornish Lithium is developing a domestic lithium supply chain. “When people hear ‘mining,’ they picture vast open pits, pollution, and destruction,” Lucy noted. “But today’s mining methods—like extracting lithium from geothermal waters—are far less intrusive. The challenge is helping people understand that.”

However, facts alone won’t change public perception.

“You can’t just tell communities, ‘Trust us, it’ll be fine.’ You have to show, consistently, that you’re engaging with them in good faith and that they will see tangible benefits.”

Going Beyond Compliance: Building Real Relationships

Regulations require public consultations, but ticking the legal boxes isn’t enough. “Regulation ensures a baseline, but it doesn’t create trust,” Lucy pointed out. “For that, you need ongoing, meaningful engagement.”

Cornish Lithium has taken an unusually proactive approach, opening up its work to the public long before commercial production begins. “We’re not mining yet, but we’ve already published three years of sustainability reports,” Lucy said.

“We host community open days, exhibitions, and site visits so people can see the process for themselves.”

Another key factor is local presence. Many large-scale mining operations are run by executives based thousands of miles away. In contrast, Cornish Lithium’s team lives and works in Cornwall. “We have to get this right because we’ll be the ones facing our neighbours in the pub,” Lucy said. “It’s not just a project—it’s our community too.”

The Consequences of Ignoring Community Trust

Mining projects that fail to secure community support often face financial and reputational risks. Across the world, projects worth billions have been delayed or cancelled due to public opposition.

“Even if a government issues a mining license, that doesn’t mean a project will move forward smoothly,” Lucy warned.

“Without local buy-in, you’ll run into roadblocks at every stage.”

The challenge is particularly acute in regions like the UK and Europe, where people are wary of new mining developments, even as governments push for greater domestic production of critical minerals. “Right now, most lithium comes from overseas, often with little transparency over environmental and social standards,” Lucy said.

“If we want a responsible, homegrown supply, we need to make sure communities see the benefits of having these projects on their doorstep.”

Rethinking the Benefits Model for Local Communities

Historically, mining towns experienced boom-and-bust cycles—thriving while extraction lasted, then declining when operations ceased. Lucy believes this model needs to change. She said;

“Mining shouldn’t be a short-term gain for a few—it should provide long-term benefits for local communities.”

This could mean:

• Investing in education and skills training so that workers can transition into new jobs when mining operations end.
• Developing local infrastructure that benefits businesses and residents beyond the mining sector.
• Ensuring revenues support regional development, rather than just corporate profits.

For Cornish Lithium, this means thinking beyond raw material extraction. “If we can establish a full battery supply chain in the UK, we’re not just taking lithium out of the ground—we’re creating lasting economic value,” Lucy explained.

A New Approach to Responsible Mining

Mining companies that want to survive in the modern era must prioritise trust and transparency as much as technical expertise. Lucy’s insights offer a clear roadmap for how responsible mining can be done right:

✔ Start engagement early – Don’t wait for resistance to emerge; build trust from day one.
✔ Go beyond regulatory requirements – A social license isn’t about compliance; it’s about relationships.
✔ Ensure long-term community benefits – Profits should translate into lasting local improvements.
✔ Be locally accountable – Companies should have a presence in the communities they impact.

“If we want a truly sustainable future, we need to think about where materials come from, not just the finished products we use,” Lucy concluded.

“Mining doesn’t have to be destructive—it can be done in a way that creates long-term value for both the environment and society.”

A Catalyst for Change: The Sarah Everard Vigil

Jamie’s activism was ignited during the pandemic, a time when societal pressures and injustices became painfully magnified. The tragic murder of Sarah Everard was a tipping point. Jamie reflected;

“How small does my life have to become to make it still worth living? Am I not supposed to get deliveries because most of the delivery drivers are men? Am I not supposed to take taxis?”

In a moment of profound anger and sadness, Jamie tweeted about organising a vigil for Sarah. That single tweet catalysed the birth of Reclaim These Streets. However, what began as a call for solidarity quickly turned into a legal battle when the Metropolitan Police deemed the vigil illegal under COVID-19 restrictions. Jamie recounted, “The arrogance and the antagonistic stance of the police created a monster in me. They activated me.”

Despite opposition, Jamie and her co-organisers raised £45,000 overnight to cover legal fees and took their fight to the High Court. Although the vigil was ultimately disrupted, Jamie’s resolve only strengthened.

“If you don’t let someone like me, a white, middle-class female, protest, who are you going to let protest?”

She asked, framing the broader implications of police overreach.

A Voice for the Voiceless

One of Jamie’s most striking realisations was her ability to amplify the voices of others without being hindered by personal trauma.

“I can be the fighting warrior for victims without it being as damaging to me individually.”

This clarity allowed her to channel her energy into high-impact advocacy, leveraging her media experience to highlight systemic issues. Jamie’s tireless efforts included meeting with politicians, confronting police leaders, and speaking to international media outlets.

Her activism has also brought to light the inadequacies of existing systems, particularly regarding police accountability. “Only one in ten police officers found guilty of gross misconduct lose their jobs,” Jamie shared. “If there’s no hunger for reform, they just want it off the front pages. They have no intention of fixing it.”

The Broader Mission: Women’s Safety and Workplace Reform

Beyond Reclaim These Streets, Jamie’s advocacy extends to workplace safety and equality. She is now the Chief Communications Officer for the Tomorrow Group, a role that allows her to integrate her activism with professional responsibilities. Jamie is a staunch advocate for treating employees as whole individuals, addressing everything from menopause and childcare to workplace harassment.

“Companies need to understand that safety and well-being are non-negotiable.”

She highlighted the importance of informed consent training, robust sexual harassment policies, and counselling services. “It’s not just about ticking boxes—it’s about creating an environment where people can truly thrive.”

Shifting Shame and Societal Norms

One of Jamie’s most powerful messages is the need to shift shame from victims to perpetrators. She cited activist Giselle Pelican’s mantra, “Shame has to change sides,” as a guiding principle for her work. This shift, Jamie believes, can foster a culture of respect and consent.

Her vision extends beyond systemic reforms to societal norms. Jamie imagines a world where disrespectful behaviour is socially unacceptable.

“In my ideal world, if one teenage boy yells something at a woman, the others in the car are so embarrassed they never get in a car with him again.”

A Call for Action and Hope

Jamie’s work underscores the urgency of addressing systemic failures while inspiring a collective movement for change. Her rallying cry to organisations and governments alike is to prioritise humanity over profit. “We need to stop dehumanising each other,” she emphasised.

“The more we respect each other, the more we can flourish together.”

From organising vigils to challenging institutional failings, Jamie Klingler’s journey is a testament to the power of perseverance and passion. As she continues her fight for reform, her message remains clear: lasting change is possible, but it requires courage, commitment, and collective action.

The Power of Early Impressions

Tanya’s passion for sustainability was ignited in her formative years. Growing up near coal mines in eastern Ukraine, she observed how industrial waste gradually encroached upon natural spaces. Tanya recounted:

“I saw how bad industrialisation was claiming the forest where we played as kids. It was very visual and stuck with me.” 

These experiences planted a seed that would later grow into a mission to challenge the status quo of unsustainable business practices.

Earning a Platform for Change

Despite her early awareness of environmental issues, Tanya prioritised building financial stability before diving into sustainability. She explained:

“To change things, you need resources. My focus was to earn enough to support my family and eventually give back.” 

This pragmatic approach drove her to excel in e-commerce and technology, culminating in the successful sale of her business after eight years of growth.

Tanya described her corporate journey as both a learning ground and a stepping stone:

“I didn’t have a plan B. My only option was to make it work. That determination shaped my career and prepared me to take bigger risks later.”

Redefining Success Through Sustainable Business

After exiting her business, Tanya turned her focus to projects that aligned with her values. One such initiative involved promoting sustainable brands through vouchers and discounts.

“It was about creating an incentive for consumers to choose brands that make a difference.”

However, this endeavour revealed a critical challenge: defining sustainability in a way that avoids greenwashing. “How do you classify a brand as sustainable when so many use misleading claims?” she questioned, highlighting the ongoing need for transparency and accountability in sustainability efforts.

Navigating Challenges as an Entrepreneur

Tanya emphasised the stark realities of entrepreneurship, particularly in its early stages.

“When I started, I had £20,000 in the bank and no access to loans due to the financial crisis. We had to focus on monetisation from day one.”

Tanya’s advice to aspiring entrepreneurs is grounded in practicality: “Don’t just chase investment. Figure out how to generate revenue, even in small amounts. It builds resilience and gives you stronger negotiating power.”

She also reflected on the personal sacrifices required to balance family responsibilities with business ambitions. “I had three children, including a baby, when I launched my business. It wasn’t easy, but I believed in what I was doing,” she said, underscoring the importance of determination and focus.

A Vision for Systemic Change

Tanya’s journey from an underprivileged background to sustainable entrepreneurship exemplifies how business can be a force for good. Her experiences illustrate that impactful change often begins with small, pragmatic steps.

“We need to create systems where doing the right thing isn’t just idealistic but practical and profitable.”

Conclusion: Lessons in Resilience and Responsibility

Tanya Larsen’s story is a powerful reminder that sustainable business practices require more than passion—they demand perseverance, pragmatism, and a willingness to confront systemic challenges. Her journey demonstrates that success and sustainability can coexist when guided by clear purpose and thoughtful strategy.

In a world facing unprecedented environmental and social challenges, the role of businesses in fostering a sustainable future has never been more critical. The need for corporate responsibility to evolve from a profit-driven model to one that prioritises the planet and people alongside profit is central to today’s global discourse. Lise Pretorius, Chief Sustainability Analysis Officer at Matter, brings a wealth of knowledge to this debate, with a background rooted in environmental economics, corporate sustainability, and sustainable finance. Drawing on her experiences growing up in South Africa, working across various sectors, and her time leading sustainability efforts in Southeast Asia, Lise provides invaluable insights into how businesses and investors can play pivotal roles in driving systemic change.

In this enlightening conversation, Lise explores the intersection of corporate responsibility, sustainability, and ethical investment, offering a pragmatic yet optimistic view of how businesses can shift from short-term profit-making to creating long-term value for society and the environment.

A Personal Journey: From South Africa to Global Leadership in Sustainability

Lise’s journey into the field of sustainability was shaped by her upbringing in South Africa, a country deeply affected by resource dependence, inequality, and environmental degradation. Reflecting on her early experiences, she describes how these challenges fuelled her desire to better understand and ultimately change the system. “I grew up in South Africa… a melting pot of a lot of the global issues that we see,” she recalls. “I had this drive to understand how the system works and how can we imagine a different future.”

Her academic path took her to Stellenbosch University and later the University of Cape Town, where she honed her understanding of economics and its relationship to environmental and social systems. But it was her master’s degree in Environmental Economics from the London School of Economics that truly deepened her commitment to addressing sustainability issues. “I was very idealistic when I was younger,” she admits, reflecting on her determination to use her understanding of economics to change the world. Over time, this idealism has evolved into a more grounded pragmatism, recognising that systemic change requires a nuanced understanding of economic and social dynamics.

Corporate Responsibility and the Role of Business in Sustainability

At the heart of Lise’s work is the belief that businesses must move beyond traditional profit-driven models to embrace a broader definition of value—one that includes environmental and social outcomes. This idea is central to her current role at Matter, where she helps investors and corporations align their strategies with long-term sustainability goals.

“Corporate responsibility needs to be redefined,”

Lise argues. “It’s not enough to make a profit and then tick the box with a few CSR initiatives. Businesses need to think about how they can create a net positive impact on the world.” She emphasises that this shift is not just about avoiding harm but actively contributing to environmental regeneration and social progress. “We can’t just keep consuming and growing endlessly… the system isn’t sustainable.”

One of the key concepts Lise explores is the idea of nature-based systems. Rather than treating nature as an external resource to be exploited, businesses need to integrate natural systems into their operations. This includes investing in practices that regenerate ecosystems, reduce waste, and build resilience against climate change. For example, companies can embrace circular economy models that minimise waste and ensure that resources are reused, rather than discarded.

“We have to start thinking about how our economic activities impact natural systems and how we can design them to be regenerative rather than destructive,”

Lise explains.

Sustainable Finance: Aligning Capital with Climate and Social Goals

Another critical aspect of Lise’s work is the role of sustainable finance. She believes that capital flows are one of the most powerful levers for systemic change. By directing investment towards businesses and projects that align with sustainability goals, investors can help drive the transition to a more sustainable economy.

“Behind every business model or technology is the flow of capital – If we’re going to change the system, we have to look at where that capital is going.”

However, Lise also acknowledges the complexity of this transition. While sustainable finance is gaining traction, there is still much work to be done in ensuring that investments truly align with sustainability outcomes. “It’s not enough to say that a fund is sustainable. We need to ensure that it’s actually creating the positive impacts it claims to,” she notes. The issue of greenwashing—where companies or funds make misleading claims about their environmental or social credentials—is a significant challenge. Lise advocates for greater transparency and accountability in the investment space, calling for clearer definitions and metrics to ensure that sustainable finance delivers on its promises.

In her role at Matter, Lise works with investors to assess the sustainability of their portfolios. This involves analysing the environmental and social impacts of the companies they invest in and helping them align their investments with broader sustainability goals, such as the UN’s Sustainable Development Goals (SDGs). “Investors are increasingly recognising that sustainable investments aren’t just about risk management—they’re also about opportunity,” she explains. “There’s a growing market for sustainable products and services, and companies that align with these trends are likely to thrive in the long term.”

The Elephant in the Room: Overconsumption

While businesses and investors play crucial roles in advancing sustainability, Lise is also keen to address the elephant in the room: overconsumption. “We can’t just switch to ethical consumption and continue growing consumption endlessly,” she argues. The current economic model, which prioritises continuous growth, is fundamentally unsustainable. Lise points out that while ethical consumption and sustainability initiatives are important, they must be accompanied by a broader systemic shift away from the relentless pursuit of growth at all costs.

“We’re using 1.7 Earths to sustain our current economy,”

Lise explains. “That’s not sustainable, especially when much of the world’s population still lives in poverty.” She believes that part of the solution lies in redefining how we measure progress. Rather than relying on GDP as the primary measure of success, Lise advocates for adopting new metrics that account for environmental and social outcomes. “We need to shift our focus from growth to well-being,” she says. “That means thinking about how our economic activities contribute to societal progress, not just financial profit.”

The Power of Nudges and Systemic Change

Lise also discusses the concept of “nudges”—small interventions that can encourage consumers to make more sustainable choices. While nudging consumers towards better habits is a valuable tool, Lise cautions that it is not a panacea. “There’s only so much you can achieve by nudging individuals,” she says. “We also need to address the structural issues in the system.” This includes rethinking business models, government policies, and investment strategies to ensure that sustainability is built into the fabric of the economy, rather than treated as an add-on.

Lise is a firm believer in the power of systemic change, but she is also pragmatic about the challenges ahead. “Sustainability is a wicked problem,” she acknowledges. “There are no easy solutions, but that doesn’t mean we shouldn’t try.” Her optimism is grounded in the belief that by working together—across sectors, industries, and borders—we can create a future where businesses, people, and the planet can all thrive.

Conclusion: Towards a New Corporate Mandate

Lise’s insights offer a powerful vision for the future of corporate responsibility. Her approach calls for a fundamental shift in how businesses operate, moving beyond short-term profit to a model that values people and the planet equally. By integrating nature-based systems, embracing sustainable finance, and addressing the root causes of overconsumption, businesses have the potential to be forces for good in the world.

“We need to be honest about the challenges we face,”

Lise says. “But we also need to recognise the incredible opportunities that come with embracing sustainability. The future is uncertain, but the path forward is clear—we have to start thinking differently about how we define success.”

Lise’s pragmatic yet hopeful approach serves as a reminder that while the road to sustainability is complex, it is also full of possibility. By rethinking corporate responsibility and aligning profit with people and the planet, businesses can play a crucial role in shaping a more sustainable and equitable future for all.

In the world of business, successful partnerships between corporations and startups are essential for innovation and growth. However, these relationships can often be challenging due to differences in culture, priorities, and communication styles. In a recent episode, Ken Valledy, Director of Startup Ecosystems at Anthesis Group, discussed how corporates and entrepreneurs can bridge these gaps by learning to speak the same language. Ken’s unique career journey from a corporate executive at Anheuser-Busch InBev (AB InBev) to a champion of startup ecosystems offers valuable insights into the role of language in building ethical and sustainable business relationships.

The Shift from Corporate to Startup

Ken’s career began in the corporate world, where he spent over 15 years in various senior brand management roles at AB InBev, one of the world’s largest brewing companies. During this time, he worked on major brands such as Beck’s and Leffe and was responsible for digital strategy across Western Europe. While he was successful in his corporate career, Ken began to feel the pull of something different.

In 2013, while travelling on the Eurostar, he came across an article about the startup scene in London’s Shoreditch area. It was a moment of revelation. “It just got me. I realised I needed to meet some startups,” he recalls. However, finding startups wasn’t easy. As Ken humorously notes, “You don’t just turn up at Old Street roundabout in Shoreditch and the startups are there.” Yet, once he began meeting them, he quickly recognised a stark difference in energy.

“They’re a different breed. They’re very positive, vibrant, forward-thinking, optimistic, just full of energy,”

says Ken. It was this energy that reignited his passion for innovation.

The contrast between the corporate world, where processes are often slow and bureaucratic, and the fast-paced, agile nature of startups was striking. In the corporate environment, Ken had grown accustomed to working within rigid structures, but the startup world offered a refreshing change of pace. “Looking back at myself then, I was another corporate person going from one week to the other,” he admits.

This experience led him to try to introduce startups to the corporate world, but his efforts were met with resistance. The differences in culture, expectations, and timing between corporates and startups made it difficult to bridge the gap. “Through no one’s fault, it just didn’t work,” Ken reflects. Despite these challenges, he was determined to make a change, and in 2014, he took a bold step: he left his corporate job and started his own venture, focusing on connecting startups with corporates.

Bridging the Corporate-Startup Divide

One of the key themes in Ken’s work is the idea of “ethical empathy” – the notion that startups and corporates need to understand and respect each other’s different worlds. He likens his role to that of a matchmaker, bringing together two groups that often speak different languages and have differing expectations. “It’s almost like bringing two different people together, sometimes with two different languages,” he says.

For startups, this means learning to adapt their fast-paced, often informal communication style to the more structured, formal world of corporations. Startups typically operate in a high-energy, agile environment where decisions are made quickly, and the language is often filled with jargon that may not resonate with corporate leaders. Corporates, on the other hand, are process-driven and risk-averse, which can make them slow to adopt new ideas. Ken highlights the importance of startups being concise and clear in their communication when pitching to corporates. “If they stick to a safe presentation, they’ll get the gig,” he advises, but warns that overpitching can be a fatal mistake.

“The irony is that startups, who usually move quickly, often overtalk when in front of corporates,”

he notes.

Corporates, on the other hand, need to appreciate the urgency and passion that startups bring to the table. Ken emphasises the importance of mutual respect and understanding, urging corporates to be mindful of the fact that, for startups, these meetings could be make-or-break moments. “This isn’t just something that can get crossed off a spreadsheet. This is their business,” he reminds corporate clients.

Ken’s role as a facilitator between corporates and startups requires a deep understanding of both sides’ needs and pain points. He helps startups tailor their presentations to be more relevant to corporate audiences, ensuring that they focus on the key issues that matter to the client. “I make a judgement call about them meeting clients, trying to sell what I’m doing,” he explains. His goal is to ensure that the first meeting between a startup and a corporate is as productive as possible, as a successful initial interaction can lead to further meetings and, ultimately, a successful partnership.

The Power of Language in Building Trust

A significant aspect of Ken’s work is helping both startups and corporates communicate more effectively. The language barrier between these two groups often extends beyond mere vocabulary; it involves differences in tone, expectations, and priorities. Ken stresses the importance of making communication personal and relevant.

“It’s got to resonate with people,”

he says. Startups must focus on the specific pain points of the corporate they are pitching to, while corporates need to make their feedback clear and actionable.

Ken’s experience highlights the importance of trust in corporate-startup partnerships. For startups, trust is built by demonstrating a deep understanding of the corporate’s needs and providing clear, concise solutions. For corporates, trust comes from being open to new ideas and being willing to invest time and resources into understanding what the startup is offering. “If the first meeting goes well, it opens the door to many more,” Ken explains.

This idea of trust also extends to the way each side prepares for meetings. Startups must come to the table with a well-prepared pitch, but equally important is the follow-up. Ken points out that it’s not enough for a startup to impress in a single meeting. Success comes from building a relationship over time, through multiple interactions. “You’re not going to win that business on the first day,” he cautions. Instead, startups should aim to spark interest and curiosity, leading to further discussions and eventual collaboration.

Lessons from the Journey

Throughout the conversation, Ken shares several key lessons he has learned from his journey. One of the most important is the value of taking risks. Reflecting on his decision to leave the corporate world and start his own venture, he acknowledges that it was a leap into the unknown. “Looking back now, part of me thinks, God, I must have been mad,” he admits. However, he firmly believes that taking that risk was the best decision he ever made. “It was the best thing I’ve ever done.”

Ken’s advice to others considering a similar move is simple: trust your instincts and be prepared to work hard. “Put yourself in a corner,” he advises, meaning that entrepreneurs should commit fully to their venture and give themselves the time and space to succeed. “The key is time—give yourself the time to work it out,” he says. For Ken, success didn’t come overnight, but through perseverance and a willingness to learn from both successes and failures.

Conclusion: Aligning Language for Ethical Success

Ken’s insights into corporate-startup relationships underscore the importance of language in fostering ethical, sustainable partnerships. Whether it’s a startup learning to pitch to a corporate audience or a corporation embracing the agility of a startup, the key to success lies in effective communication. As Ken notes,

“It’s about building relationships.”

These relationships, built on a foundation of mutual respect and clear communication, are essential for unlocking innovation and growth in today’s business world.

By adopting ethical empathy and learning to speak the same language, startups and corporates can bridge the gap between their different worlds and create meaningful, lasting collaborations. Ken’s journey from boardroom to startup is a testament to the power of taking risks, embracing new challenges, and using language to build trust across the corporate-startup divide. As he puts it,

“Go out and meet some startups—you’ll be pleasantly surprised.”

In an era where collaboration is key to staying competitive, Ken’s approach offers a roadmap for businesses seeking to foster ethical, sustainable partnerships that benefit both sides. By learning to speak the same language, corporates and startups can work together to achieve their shared goals.

Master the Language of Startups with The Startup Lexicon

If you’re learning about entrepreneurship, thinking about starting a business, or getting involved in investing, the jargon and buzzwords can often feel overwhelming. That’s why Ken Valledy has written The Startup Lexicon—a comprehensive guide that decodes the sometimes confusing language of the startup world.

Now fully updated with over 50 new terms and fresh stories, this book breaks down the most frequently used words, from acronyms like LLMs to concepts like TAM/SAM/SOM. With contributions from academics, founders, and investors, it’s the perfect resource for anyone navigating the startup ecosystem—whether you’re in a boardroom or preparing for an important meeting.

Find The Startup Lexicon online or at your favourite bookseller, and unlock the language of innovation today!